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All-America City Presentation Copyrighted July 15, 2019 City of Dubuque Presentation(s) # 1. ITEM TITLE: All-America City Presentation SUMMARY: Assistant City Manager Cori Burbach and members of the All-America City delegation will present the City Council with the National Civic League All-America City Award for 2019. SUGGESTED DISPOSITION: ATTACHMENTS: Description Type All-American City Presentation-MVM Memo City Manager Memo Staff Memo Staff Memo All-America City Application Supporting Documentation Press Release Staff Memo All-America City Program Supporting Documentation National Civic League Civic Index Supporting Documentation 2019AAC Logo Supporting Documentation Dubuque THE CITY OF � uI�AaMca cih DuB E � � I � � I Maste iece on the Mississi i Zoo�•zoiz•zois YP pp zoi�*zoi9 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Presentation of All-America City Delegation to City Council DATE: July 9, 2019 Assistant City Manager Cori Burbach and the team who either helped with preparation of the application or participated in the presentation in Denver will present to the City Council the National Civic League All-America City Award. v Mic ael C. Van Milligen MCVM:jh Attachment cc: Crenna Brumwell, City Attorney Teri Goodmann, Assistant City Manager Cori Burbach, Assistant City Manager Dubuque THE CITY OF � All•Ameriea Cily UB E �n�� , � � ► Masterpiece on the Mississippi 2oi�*2o�9 TO: Michael Van Milligen, City Manager FROM: Cori Burbach, Assistant City Manager DATE: July 8, 2019 RE: Presentation of All-America City Delegation to City Council It is my pleasure to present the City Council with the All-America City Award at the July 15, 2019 regularly-scheduled meeting. I have attached a press release detailing the competition process and Dubuque's award. Dubuque submitted a written application around the themes of health and equity to the competition in March 2019 and was chosen as one of twenty finalists. A team of thirty delegates representing City staff, community partners, and residents prepared an on-stage presentation that they took to Denver for the July 21-23, 2019. Those joining me to make the presentation include the following, who traveled to Denver to represent Dubuque: Burbach Cori City of Dubuque Burbach Aaron Dubuque Community School District Burbach Xander family Burbach Zoe family Carstens Laura City of Dubuque Corrigan Mary Rose City of Dubuque Dalsing Mark City of Dubuque Community Foundation of Greater Eboh Collins Dubuque Freiburger Michaela Dubuque Main Street/Dubuque Eats Well Gilbert Kyle family Gilbert Mason family Glaser Ed Dubuque Community School District Hill Kristin City of Dubuque Hill Peter family Hill Kendall family Hunter Jackie Multicultural Family Center Jones Caprice Fountain of Youth Kimble Robert Dream Center Kroger Dan City of Dubuque Larson Kelly City of Dubuque Manriquez Justice family Manriquez Cadence family McClellan Racquel Dream Center Morey Audrey Bee Branch Community Task Force Stroud Suzie Pacific Islander Health Project Stroud Will family Van Milligen Mike City of Dubuque Community Foundation of Greater Van Milligen Nancy Dubuque Wright Kennedy family Also joining me will be representatives from the Community Foundation of Greater Dubuque and Rising Star Theater Productions, all of which played a critical role in bringing home Dubuque's fifth All-America City award in twelve years. We will present the award and the video of the presentation at the City Council meeting. Thank you. 2 2019 All-America City Award Application All-America City Spotlight: Creating Healthy Communities Through NATIONAL CNIC LEAGUI: 1 I Inclusive Civic Engagement � Community Information Community name and state:_Dubuque, lowa ----------------------------- Your community is applying as a: ____Village__Town__Tribe _x_City __County __ Region If applying as a region, name participating communities: If applying as a neighborhood, name city:______________________________ Has your community applied before?X Yes No If Yes, which years:_1997, 2007, 2012, 2013, 2017_____ Has your community been a Finalist before?X Yes No If Yes, which years:_ 1997, 2007, 2012, 2013, 2017___ Has your community been an All-America City before?X Yes No If Yes,which years:_2007, 2012, 2013, 2017_ Contact Information All-America City Award contact(primary contact person available throughout competition &follow-up): Name: _Cori Burbach____________ Title (if any):_Assistant City Manager____ Organization/Government/Other: _City of Dubuque ___ Address: _50 W 13t"St____________ City, State,Zip_Dubuque, lowa 52001 Phone (business/day): 563.589.4110______ Mobile Phone_563.564.0343______________ E-mail Address(es): cburbach@cityofdubuque.org_____ The applying community will receive a complimentary membership (or membership renewal if an AAC application was submitted last year)to the National Civic League for one year.To whom should this membership be directed? Name_Michael C Van Milligen, City Manager_____ Address 50 W 13t"St City, State &Zip Code_Dubuque, lowa 52001 _ Phone Number_563.589.4110________________Fax_563.589.4149 Email___ctymgr@cityofdubuque.org_________ ___ All-America City Awards,A Program of National Civic League Page i We agree to follow the National Civic League's rules regarding use of the All-America City Award logo, a registered trademark of the National Civic League. We allow the League and the All-America City Award to share this application and the information enclosed in it with League and AAC networks to promote the work of our community. If we are named an All-America City, we agree to conduct a post-AAC conference call or regional forum for the AAC network that features our projects. In a pay-it-forward spirit, if named a finalist or All-America City,we agree to consider supporting AAC through a National Civic League membership for a minimum of the next three years. Signature: _Cori Burbach__ _ __ Date:_3.5.19__ _ Name:_Cori Burbach_ __ Title:_Assistant City Manager_ _ Community Statistics and Map Note: Use the most up-to-date statistics possible for your neighborhood, town,city,county, or region (source suggestions: U.S. Census Bureau, State Department of Economic Security, State Department of Finance, Department of Public Health,and local school statistics). POPULATION (in year 2010 or most recent): 58,266 Source/Date: 2017 ACS 1 yr estimate POPULATIONPERCENTAGECHANGE2000-2010 (indicate+or-): -0.09 % Source/Date: 2000& 2010 decennial census RACIAL/ETHNIC POPULATION BREAKDOWN: White 90.6 % Hispanic or Latino (of any race) _2.2_% Black or African American 4.4 % Asian 1.5 % American Indian and Alaska Native (AIAN) _0.08_% Mixed Race 2.3 % Other 0.6 % Source/Date: 2013-2017 ACS MEDIAN FAMILY INCOME: $64,168 Source/Date: 2013-2017 ACS PERCENTAGE OF FAMILIES BELOW POVERTY LEVEL: 10.4 % (of population 16+yr) Source/Date: 2013-2017 ACS UNEMPLOYMENT RATE: 2.5 % Source/Date: Dubuque County rate, lowa Workforce Devt, Dec 2018 POPU LATION BREAKDOW N BY AG E G ROU P (percentages, if available): 19 years old and under _25.1_% 20-24 8.3 % 25-44 24.2 % 45-64 25.3 % 65 and over 17.0 % Source/Date: 2013-2017 ACS All-America CityAwards,A Program of National Civic League Page z PERCENTAGE OF HOME OWNERSHIP: 63.3 % Source/Date: 2013-2017 ACS WORKFORCE DISTRIBUTION -- Name the three largest employment sectors (include military services and/or installations, if any) in your community and provide the percentage of total employed in each: Service 19.5 % Sales& Office 25.5 % MQt, Business& Financial 11.3 % Source/Date: 2013-2017 ACS MAP-- Please attach a state map (8.5" x 11") with your community clearly marked All-America CityAwards,A Program of National Civic League Page g PART I: How equitable are opportunities in your community? Race: Race: Race: Race: Race: Race: Race: Gender: Gender: Gender: American Asian Black or Hispanic or Mixed Other White Female Male Other Indian African Latino (of Race and American any race) Alaska Native AIAN Overall 45 864 2560 1287 1320 330 52934 29993 28417 Not colleded Community (0.1%) (1.5%) (4.4%) (2.2%) (2.3%) (0.6%) (90.6%) (51.3%) (48.7%) Demograph ic Elected 0 0 0 2 0 0 5 1 6 Not colleded Officials (28.6%) (71.4%) (14.3%) (85.7%) City Staff 0 0 1 0 0 0 28 17 12 Not colleded Department (3.5%) (96.5%) (58.6%) (41.4%) Heads City Staff 1 0 34 18 0 0 873 314 612 Not colleded (0.1%) (3.7%) (1.9%) (94.3%) (33.9%) (66.1%) Venders 185 of our vendors and contractors in the past year have voluntarily identified themselves as female or minority owned and Contractors Resident 0 1 3 1 1 0 71 59 86 0 Boardsand (0.005 (0.01%) (0.005%) (0.005% (42.5%) (35.3%) (51.4%) Commissio %) ) ns Youth City-led program not in existence; under development Advisory Board Police 0 0 2 3 0 0 11 6 10 Not colleded Citizen (12.5%) (18.7%) (68.8%) (37.5%) (62.5%) Groups DCPRC Leadership City-led program not in existence; partner-led initiatives under development Academies Note re: Race: Other: Dubuque has a Pacific Islander population from the Marshall Islands. We have concerns that these numbers may not accurately reflect the actual number of Marshallese living in our community. Note re: Boards and Commissions: Of the total 167 Resident Boards and Commissions members,77(46.1%)provided raciaUethnic info and 145 (86.8%)provided gender info in a new demographic data collection process. 22 seats(132%)were vacant. In Dubuque, we view equity and inclusion as ever-evolving work. Our approach is both "inside" and "outside" government. Internally, we developed an equity team structure that is designed to withstand the test of time. Our goal is to use disaggregated data and strong community engagement to assess equity, hold up successes, and intervene in removing barriers or addressing gaps. We are in the early stages of educating, establishing strategic goals, and gathering baseline data. Please read this application with the following in mind: 1) we are striving towards ideals and have not arrived; 2) we view people as whole and capable and view inequities as caused by structures that inhibit people from reaching their potential; and 3) specific program outcomes are examples of contributions toward more equitable outcomes and are insufficient in themselves to eliminate inequities. Areas for continued growth include: All-America CityAwards,A Program of National Civic League Page 4 1) normalizing conversations around race; 2) consistently using disaggregated data and a racial equity analysis; and 3) implementing policies that advance racial equity. "Inside" Government The City Council explicitly added equity to its vision and mission, adopted community engagement principles that include equity considerations, and receive reports from staff that include a description of a policy agenda item's equity impact. The City Managerdirected each department to develop and implement an equity plan around four general goal areas for Advancing Equity: . Goal 1 : Workforce Recruitment and Retention Efforts . Goal 2: Grant, Contract, and Purchased Services Agreements . Goal 3: Service Delivery and Community Engagement . Goal 4: Collective Impact Partnerships with Community The Human Rights Department has coordinators and a matrix of cross-departmental teams to advance equity: . Equity Outreach Coordinator (EOC): facilitates equity teams and elevates the voices and skills that staff and community members most impacted by inequities bring to our community. . Community Engagement Coordinator (CEC): facilitates use of an Equitable Community Engagement Toolkit and works to supports authentic community engagement when making decisions related to equity and inclusion, including ways in which we recruit and retain representative boards and commissions. . Strategic Workforce Equity Coordinator (SWEC): infuses equity into our recruitment and retention efforts. . Equity Teams include: o Core Team: develops department-level equity assessments and supports departments in developing internal equity teams and plans. o Recruitment and Retention Team: supports SWEC and departments to advance City's workforce equity and inclusion goals. o Cash Out Team: infuses equity measures into grant programs and annual contracts with outside partners, including those involved in collective-impact efforts. o Community Engagement Team: develops engagement strategies to inform, consult, and empower diverse resident groups. o Data Team: establishes usable and available equity data around service delivery and reporting templates for the organization. o Intercultural Facilitators Team: designs and delivers equity workshops for City staff and partners. o Communication Team: uses marketing and communication strategies to tell the story of the organization's work to advance equity and inclusion. The Police Department established the "Chief's Forum," an informal group of the Police Chief and representatives from the following groups: National Alliance on Mental Illness, 4 the People, Inc., Dubuque Transgender, Children of Abraham (Christian, Jewish, Islamic interfaith group), African Diaspora, Tri-State Islamic Center, National Association for the Advancement of Colored People (NAACP), League of United Latin American Citizens (LULAC), Black Men All-America CityAwards,A Program of National Civic League Page 5 Coalition, Dubuque Downtown Christian Outreach, Dubuque Area Congregations United, Marshallese community, Co-Dubuque (LGBTQ+). The Finance Department collects voluntary data from vendors regarding female/minority- owned business status. We will soon begin using this data to support local businesses, explore trainings and support systems to develop more businesses that fit this category, and collect optional demographic data from utility customers to allow more granular analysis than current Census data provides. The Public Works Department uses a mix of resident input, visual inspections, objective pavement ratings, and geographic distribution to create an annual street resurfacing plan. Street maintenance work includes ADA curb ramp upgrades, improving pedestrian access for those who are unable or choose not to drive. Using transit route-planning software with an embedded Title VI analysis engine, Public Works piloted an analysis of who benefits from street resurfacing projects and whether the improvements disproportionately occur in high-income, non-minority neighborhoods. This analysis used Census blocks to capture the entire city limits and a low-income threshold based on the federal poverty rate, then compared the block areas to the overall low-income and minority populations in the city. The analysis calculated the difference in impacts between both low-income and minority groups versus the average population. Between 2017 and 2018, minority groups benefitted 12°k more than the average population, while the average population benefitted 2.8°k more than low-income residents. The Leisure Services Department layered the Community Development Block Grant (CDBG) area map with City park locations to identify those areas either used for various programs or in need of amenities that would permit expansion of neighborhood programming efforts. "Outside" Government This outside work is facilitated through the Inclusive Dubuque network described in Part 2 below. The Peer Learning Council (PLC) developed the Best Practices in Diversity, Equity & Inclusion (DEI) nine-month workshop series to help businesses, non-profits, and educational institutions craft and meet their DEI goals. The PLC hosted Race Forward, a pre-eminent national action institute helping communities improve outcomes for all with an emphasis on racial equity. Race Forward facilitated technical assistance for 40 non-profits to build shared language, assess our readiness for action, and increase capacity for policy advocacy around racial equity issues. Thirty CEOs formed the Business Leaders Equity cohort to address substantial under- representation of racial/ethnic minority and low-income residents in our current workforce pool. This cohort, facilitated by CFGD, is focusing on preparing the unemployed and underemployed for available jobs, and on strategies to retain and advance those individuals in their workplace. Greater Dubuque Development Corporation (GDDC), the region's economic development non- profit, has established the Future Leadership Team. This cohort of 30 young, diverse professional will advise GDDC's board and be mentored for future leadership opportunities in the organization. All-America CityAwards,A Program of National Civic League Page 6 PART II: Tell Your Community's Story Dubuque, lowa strives to be a resilient, equitable community of choice. We actively work to address our pressing challenges of creating: . A more resilient community that can prevent, prepare for, and recover from potential economic, environmental, and social/cultural vulnerabilities. . An informed, equitable and inclusive community where all people are respected, valued and treated fairly. For the last decade, private, non-profit, and public sectors collaborated with residents to create a more viable, livable, equitable future for all through the Sustainable Dubuque model of economic prosperity, environmental integrity, and social/cultural vibrancy. It provides residents and businesses with information and action steps to save money and resources, improve the environment and economy, and improve their health. Since 2008, the Community Foundation of Greater Dubuque (CFGD) and City partnered to support Project HOPE (Helping Our People Excel), a network of partners addressing barriers to economic opportunity. After the community identified mental health and childcare services as weaknesses, the CFGD convened service providers and clients to conduct needs assessments and develop action plans. IBM and Dubuque partnered in 2009 to create Smarter Sustainable Dubuque, an initiative to utilize high-tech and "high-touch" strategies to engage residents in saving resources and improving their environment. Since 2012, Dubuque's Green & Healthy Homes program has addressed physical conditions of 238 low- to moderate-income households, as well as health and quality of life of occupants. Since 1997, we have made 1 ,280 units lead-safe, and lowered the elevated blood lead levels from 12.8°k to 2.2°k considered lead-poisoned in the target area. Crescent Community Health Center continues to provide primary medical and dental care for underserved populations in the Dubuque area. Through community partnerships, Crescent expanded services in 2018 to launch the Pacific Islander Health Project. In 2012, business leaders acknowledged challenges related to diversity, equity and inclusion in the community. Residents faced challenges accessing needed services and connecting to parts of the community; neighborhoods were experiencing struggles related to demographic changes; and businesses were reporting difficulty attracting and retaining a diverse workforce. Inclusive Dubuque is a peer-learning network of 60 partners from faith, government, labor, nonprofit, business, and education sectors working to advance justice and social equity in our community in which all people feel respected, valued and treated fairly. To learn more about the lived experiences of diverse groups and to discover what disparities exist in economic wellbeing, housing, education, health, safe neighborhoods, transportation, and arts and culture, the 2015 Community Equity Profile engaged 584 participants through dialogues and collected 1 ,995 surveys. In 2016, the network turned its focus to providing equity learning opportunities, tools and resources, and baseline data to help community members and collaborative institutions continue to advance equity in our region. All-America CityAwards,A Program of National Civic League Page� Imagine Dubuque, the City's new Comprehensive Plan adopted in 2017, reflects inclusive community engagement with 12,500 ideas from 6,000 participants driving its content and recommendations. Engagement was representative by race, age, ethnicity and gender. A collective impact initiative is underway to similarly engage all sectors in a call to action to implement the plan's community recommendations. PART III: Describe the Strength of Your Community's Civic Infrastructure Shared Vision and Values In Dubuque, our demographics continue to change as households become more mobile and employers recruit from far and wide - changes that bring with them the benefits and challenges of cultural diversity. In 2012, community leaders discussed the impacts of changing demographics, sharing stories of individuals facing challenges accessing resources, neighborhoods struggling with cohesion, and employers struggling to recruit and retain diverse talent. Leaders aligned, forming Inclusive Dubuque in 2013 as a network dedicated to furthering equity and inclusion in our community. Imagine Dubuque, the 2017 City Comprehensive Plan, reflects a new level of community engagement, showing the importance of planning and gathering input on our future. It celebrates the collective "voice" of our community and was developed via input collected at community events, small focus groups to ensure representative demographic participation, and online tools available anytime, anywhere. Culture of Engagement Over the past two decades, we have engaged residents, neighborhoods, stakeholders, and partners from the public and private sectors in all major initiatives. This has been critical in our recipe for Dubuque's success: people, planning, and partnerships. In 2015, Inclusive Dubuque launched its first major collaborative effort: the Community Equity Profile Project. This extensive process sought to discover how diverse groups are affected by various community systems that impact economic wellbeing, housing, education, health, safe neighborhoods, transportation, and arts and culture. Working with the Interactivity Foundation, CFGD trained 24 diverse facilitators to lead community dialogues. CFGD met with formal and informal community leaders of traditionally marginalized communities to develop culturally appropriate processes, establish parameters of participation, translate materials, and conduct dialogue sessions. Events attended include Juneteenth, Spanish mass, Marshall Islands Constitution Day, PrideFest, Friends of India celebration, and meetings of LULAC, NAACP, Tri-State Muslim Association, and Filipino residents. All-America CityAwards,A Program of National Civic League Page 8 Imagine Dubuque builds on past planning efforts and takes direction from the community with our most extensive public engagement process ever. To ensure Imagine Dubuque was inclusive and representative of the community, City planners spent 12 months in outreach to organizations, stakeholders, neighborhood associations, students and traditionally underrepresented groups. Key partnerships to reach underrepresented sectors were formed early and strengthened throughout the process, providing opportunities and for everyone to connect and share ideas in the way that felt most natural to them. Engagement included traditional and non-traditional methods to meet people where they are. From high schools and universities, to neighborhood associations and service clubs, to groups representing blacks, Latinos, Marshallese, LGBTQ people and those living in poverty, on-site mini-workshops inspired participants to share ideas on the future of Dubuque, download the app, follow the website, and tell others to do the same! Inclusive Community Leadership Intentional efforts to develop leaders from all backgrounds and diversify leadership across sectors, including youth, are underway. . University of Dubuque Student Life Department held ally training to create awareness of experiences of LGBTQ people. . YAPPERS are youth grantmakers who engage in teambuilding and leadership activities, discuss local youth issues, and make funding decisions to support youth-serving organizations. . Washington Middle School formed "Moxie Squad", a group of students who receive training on how to navigate and understand cultural differences to foster a positive learning environment, presenting to educators, government leaders, and community members. Equity Inclusive Dubuque has focused on and supported cultural diversity with numerous opportunities for people to discuss their experiences in community dialogue sessions based on their cultural lens. People from diverse backgrounds were trained to facilitate dialogue sessions, developing skills crucial to diversity and inclusion work. Beyond data collection, the process helped catalyze a larger community conversation about cultural and equity issues. Each network partner also determines how they can be part of creating an inclusive and equitable community by "doing what they do best." Early actions have included: . Dubuque Community School District (DCSD) implementing cultural proficiency training . Chamber of Commerce developing its first Minority Business Council . Northeast lowa Community College hiring outreach coordinator to connect minority residents to education and training opportunities. Racial disparities reveal themselves in the data. Working with Government Alliance on Race and Equity (GARE) and the Results Leadership Group, CFGD hosted educational sessions to help normalize conversations around race, learn about using a Results Based Accountability (RBA) framework to track progress, and infuse an equity lens in our decision making. Working groups use an RBA framework to determine where strategies will focus and what disaggregated indicators will be tracked at the population level to evaluate progress over time. All-America CityAwards,A Program of National Civic League Page 9 The DCSD recently launched its new five-year plan "Success for All," which seeks to further the districYs work in ensuring that every student served — of all abilities and from all backgrounds— is empowered with the skills needed to live a rewarding life. Equity elements are woven throughout the plan as the district looks to remove barriers and enhance the learning of every student. Authentic Communication Our broad impact is in large part due to the willingness of a diverse cross-section of people to come together, roll up their sleeves and tackle challenges head-on. As has been the case in the past, driving change begins with a conversation. Inclusive Dubuque network partners include advocacy and non-profit groups led by African-American and Latino community members (4 the People, Inc., LULAC, NAACP), an Interfaith group consisting of Christian, Jewish, and Muslim members, Multicultural Family Center, large employers and health care providers with a diverse employee base, K-12 and higher education institutions, government, and local human services organizations. In 2017, Inclusive Dubuque partnered with a national storytelling initiative, the Facing Project, to highlight Marshallese individuals in Dubuque. It offered a safe and empowering avenue for 12 Marshallese people to tell their stories and for others to learn about their culture. Collaborative Institutions Dubuque residents expect to have access to opportunities to craft decisions that affect their daily lives. Businesses, non-profits, government agencies, and grassroots organizations expect that we will work hard to not just share information, but identify shared outcomes to work towards, based on the data we review and the relationships we build. Providing safe neighborhoods and ensuring healthy homes are two ways we address barriers that undermine our children's ability to advance through the key milestones on Our Roadmap for Success: . ready for kindergarten due to quality pre-school and childcare, . reading at proficiency level by 3�d grade, . proficiency in grade-level math by 8�h grade, . graduation from high school, . access to college, a certificate course, or job training to move to a living-wage job. There are many collaborative institutions working together in Dubuque. To measure the impact of the volunteers that developed and lead several of them is impossible. Dubuque's My Brother Keeper Network is committed to efforts to support youth, especially young men of color, meet their potential, and is working towards achieving its goals related to education, social and emotional readiness, employment, and safety. My Brother's Keeper includes Dream Center, Multicultural Family Center (MFC), St. Mark's Community Center, and Black Men Coalition representatives. FY18 data across all four institutions: . Mentors and tutors donated time valued at $5,000+ . 377 students completed out-of-school-time academic programs during the school year; 191 maintained or increased literacy skills. All-America CityAwards,A Program of National Civic League Page io Opened in 2005, the MFC is an inviting and safe place for community members, stimulates connections, and provides programs to foster civic engagement and social and economic success. The Center hosts numerous free events that showcase Dubuque's diversity, celebrates culturally significant days, provides programming that teaches culturally distinct content, and promotes long-term learning. MFC FY18 data: . STEP (Summer Teen Empowerment Program): 40 teens (20 boys/20 girls) participated; 35 received 80°k of the potential money earned ($400 without the savings match); 21 out of 35 also received a $100 savings match; 17 partners included 9 field trips to area businesses and higher education institutes; 14 teens attended 1 and 2 week overnight camps at local colleges. . 13 cultural events in partnership with community members with 1 ,700+ participants. . 175 Teens served in teen empowerment programs throughout the year. The Dubuque Dream Center is a community outreach center committed to mobilizing youth and families to build on Dr. King's Dream of transforming communities by embracing, empowering, and unifying those who live there. The Center provides structured academic programs, college and career preparation, and goal-setting where youth build relationships with caring adults, have a safe place to belong, and participate in value driven programs and activities. Dubuque Dream Center 2017-18 annual report data: . 50°k of program mentors include school teachers, parents, and community members who live and work in the area served; . Center trained 40+ volunteers who served an average of once per week; . 78°k of students increased or maintained reading MAP test scores; . 100°k of students increased reading FAST test scores; . 84°k of students increased or maintained math MAP test scores; . 150 youth participated in 2017-18 school year programming; 127 participated in 2018 summer programming. The Fountain of Youth (FOY) serves individuals impacted by generational poverty, including many who are or were incarcerated. Since its launch in 2016, FOY has served over 40 young adults in the "Pioneer" program and 80 adults through the "Real Talk" program. All who completed programming in 2017 are employed and many continue to stay engaged as FOY volunteers. Since 2008, CFGD and the City have supported Project HOPE, an initiative to increase access to economic opportunity for all. Successful programs include: high school dropout re- engagement, connecting individuals to job training and careers, and connecting families to financial services. Project HOPE convenes stakeholders to implement recommendations of the Mental Health and Child Care Needs Assessments. In its 2016 Advancing Equity: Community Efforts and Outcomes report, Inclusive Dubuque recognizes partners and community organizations working to advance equity and inclusion. The network supports people being actively engaged and their voices being valued in the choices and direction for the community. Engaged Residents The community-based engagement approach used for the Marshall Island Health Project shows how we address needs of all residents, including some of our most vulnerable. The City, Mercy Medical Center, Crescent Community Health Center, Northeast lowa Community All-America CityAwards,A Program of National Civic League Page ii College, the Multicultural Family Center and IowaWorks (a branch of lowa Workforce Development) aligned to improve the health of the Marshallese community. Over 120 surveys were collected from service providers, and over 100 surveys were collected from the Marshallese community, thanks to the combined use of translated surveys, a cultural broker, and one-on-one collection methods. Service providers attended an event hosted in partnership with the federal government to learn more about our Marshallese neighbors. Mercy Hospital used the Marshallese community feedback to develop a resource guide detailing community services available to the Marshallese population, and the areas where there are limitations in eligibility, to assist service providers. This intercultural community engagement approach resulted in more effective collaboration to address inequities in other areas. For the first time in Dubuque, the Marshallese community was represented in the Art on the River event. The community displayed an island boat, providing a look into Marshallese history. As we remove systemic barriers, Marshallese community leaders have taken the initiative to work with governmental and non-governmental organizations and are becoming more represented in the community on multiple levels. The Immigration Legal Representative for Catholic Charities Archdiocese of Dubuque has been providing representation for community members and presentations on Pathways to Citizenship. US Citizenship and Immigration Services met with service providers and the Marshallese community, providing learning session about the naturalization process. The lowa Department of Human Rights Office of Asian & Pacific Islander Affairs offers leadership and civic education to community members who are interested in learning about the democratic process. PART IV: Describe Three Community-Driven Projects PROJECT ONE Project: Health Care forAll Contact: Nancy Van Milligen, Community Foundation of Greater Dubuque 700 Locust St#195 Dubuque lowa 52001 nancv@dbpfoundation.orp 563.588.2700 Flash Back: Crescent Community Health Center "Quality of care for all, resulting in a healthy community." This vision has guided Crescent Community Health Center (Crescent) since opening its doors in 2006, after several years of planning and grant writing by over 75 community individuals and agencies. As a federally qualified health center (FQHC), people from Dubuque and seven surrounding counties turn to Crescent to receive exceptional, affordable care for chronic conditions, urgent care, oral health, and preventative services. All-America CityAwards,A Program of National Civic League Page iz Interestingly, Crescent was one of the community projects featured in Dubuque's 2007 All- America City application. We are excited to share CrescenYs evolution in our 2019 application. Crescent provides primary health and dental care for people with little to no access to care and, often, no way to pay for that care. Approximately 20°k of the patients are uninsured and likely to remain so, which leaves nowhere for them to go for their health care. Even Medicaid patients have limited choices based upon the managed care insurance company to which they have been assigned. CrescenYs doors are open to all. As Mayor Roy Buol stated, "the Crescent Community Health Center provides a critical service to those of lesser means in our community. As federal healthcare funding becomes more precarious, we need to ensure that this service is available to respond to the urgent, growing need for healthcare." CrescenYs vision is to create a health care campus with one building housing other health agencies that will provide a wide range of specialty services to the patients. Crescent was honored with the Health Resources and Services Administration (HRSA) 2017 Health Center Quality Leader award. This recognition is awarded to the top one-third of all 10,000 health centers across the nation in meeting patient quality of care goals. Planned Expansion By partnering with other health and community-based organizations in Dubuque, Crescent has expanded to provide access to additional quality services to over 6,500 patients. From 2008- 2017, that number has grown by 38°k. By 2020, the Health Resources and Services Administration (HRSA) expects Crescent to increase its patients to 8,057, a 20°k increase. This reflects a 41 °k penetration rate of the total low-income population within CrescenYs service area. To continue the mission, Crescent has begun to develop and move to larger space within the Washington Neighborhood. This move will almost double its current space, combining three locations into one and increasing health care access for the community. CrescenYs patients are primarily children and individuals 30 to 64 years of age. Fifty-eight percent are less than 100°k of the federal poverty level, 73°k are on Medicaid, and 49°k are uninsured. Through outreach and enrollment efforts, Crescent has assisted 12,625 individuals with health insurance applications and enrolled approximately 2,262 though the ACA/Medicaid since 2013. CrescenYs quality focus is evident in their patient outcomes, prevention focus and health screening rates, and data indicates successes for at-risk populations that are not often experienced in the private medical system: Cervical Cancer Screening 58.42°k of patients; Weight Assessment and nutrition/physical activity Counseling of Children and Adolescents 64.26°k; Body Mass Index (BMI) Screening and Follow-up 87.81°k: Tobacco Use: Screening and Cessation Intervention 98.25°k; Use ofAppropriate Medication forAsthma 75.44°k; Coronary Artery Disease Lipid Therapy 74.51 °k; Ischemic Vascular Disease use of Aspirin or other Antiplatelet 86.08°k. As Crescent plans for an expanded location, they are also adding services to address needs identified in the Community Health Needs Assessment. The CHNA, updated in 2018 through a process led by a steering committee of private health care providers, the Dubuque County Board of Health, City, and Crescent, included a public engagement process to confirm trends and needs identified through data analysis. All-America CityAwards,A Program of National Civic League Page ig The building expansion will address not only the projected increased patient load, but also is poised to address new initiatives underway to add mental health and substance abuse services through collaboration with other community partners including Hillcrest Family Services, Substance Abuse Services Center (SASC), the Brain Health Task Force and Opioid Response Team. In 2017, the Patient/Family Advisory Council was formed to create a connection between patients, the Crescent Board, and the surrounding community. Patients are able to provide input directly to the Board about social determinants of health and health care needs in their community, and are mentored to prepare them for eventual Board membership. The Council also serves as a venue to conduct proactive healthy behaviors educational sessions. Pacific Islander Health Project One specific area Crescent has expanded over the last two years is through the Pacific Islander Health Project. In 1986, the United States signed a Compact of Free Association (COFA) with three Pacific Island nations, including the Republic of the Marshall Islands. The Compact followed a history of nuclear weapons testing by the U.S. in the Marshall Islands between 1946 and 1958. The testing consisted of 67 explosive tests which equates in total power to 7,200 Hiroshima-sized weapons. This created many serious direct and indirect health outcomes. The Compact permits the Marshallese to migrate to the U.S. for reasons such as health care, economic opportunities, and education. The Marshallese can legally live and work in the U.S. while retaining their citizenship in the Marshall Islands. Because of what many consider to be an oversight in the Welfare Reform Act of 1996, most Marshallese are excluded from U.S. safety net and federal benefit programs, including Medicaid and Medicare. Dubuque has 600 to 800 Marshallese residents, the largest Marshallese population in lowa. The Marshallese have high rates of cancer, and diabetes prevalence is estimated at 25-50°k of Marshallese adults. A local survey of 82 Marshallese adult residents in Dubuque revealed that 61°k have diabetes, 28°k have heart disease, 5°k have cancer, and 5°k have hypertension. Seventy-three percent of those interviewed lack health insurance. Among those surveyed, 58°k have not seen a doctor within the last year, 65°k of those because they lack health insurance, and 23°k because of cost. To address this high community need, a community-based committee was established by Mercy Medical Center to develop an engagement strategy and accessible health care for the Marshallese and Pacific Islander population. Crescent hired a Marshallese individual as a community health worker, a nurse, and a social worker. The community health worker trains service organizations regarding Marshallese cultures and systems, translates documents and case manages 86 Marshallese patients, helping them to navigate the healthcare system. The Dubuque Pacific Island Health ProjecYs (DPIHP) mission is to engage, educate, and empower the Pacific Islander community in achieving and maintaining health. In addition to improvement in diabetes and other chronic disease management in the Pacific Island Health Project, patient results of the project include a 38°k decrease in hospital emergency room visits and a 60°k decrease in missed appointments at Crescent. Specific diabetic classes for the project, which incorporate foods more relevant to the Marshallese population, have improved the diabetic A1 c marker in the majority of class participants. All-America CityAwards,A Program of National Civic League Page i4 The project has sparked other Pacific Islander target services including Girl Talk, housing, youth outreach and engagement, specialized health services and other initiatives to assess needs for the Pacific Islander population in Dubuque. Momentum: Brain Health Task Force Crescent has expanded its on-site services to include mental health counseling because of high community need and participation in the community-based Brain Health Task Force. Urgent mental health is sometimes referred to as "brain health". Based on community feedback received through the Project HOPE initiative, the CFGD facilitated a community needs assessment specific to mental health services in the fall of 2016. That work outlined five key recommendations: 1) Strengthen collaboration among stakeholders, 2) Develop solutions to address dual diagnosis, 3) Alleviate barriers that prevent access to care, 4) Expand mental health prescription services, and 5) Expand mental health advocacy efforts. To address these needs a 34-member stakeholder group was formed representing the United Way, Hillcrest Family Services, Mercy Medical Center, SASC, Amerigroup, National Alliance on Mental Illness (NAMI), Dubuque Community YMCA/YWCA, and the City of Dubuque (including law enforcement and public health) along with several individuals personally affected by mental health. This group of community stakeholders has formed the Brain Health Task Force and is focusing on three main areas: 1) Review of the Strengths, Weaknesses, Opportunities and Threats (SWOT) that need to be addressed; 2) Education for medical staff, providers and volunteers; and 3) Advocacy, bringing community awareness to Brain Health. Mobile Crisis Unit Dubuque police requested assistance for officers who respond to mental health crisis incidents. On average, police respond to approximately 400 calls for service with mental health concerns per year. Most of these calls are resolved successfully through verbal de-escalation. Traditionally, officers responded to these calls in three ways: a. Attempt to involuntarily commit for mental health treatment; b. Individually attempt to resolve the issue, which was very time consuming; or, c. Arrest. Police administration and the county sheriff expressed concern about these limited options and requested assistance in setting up a mobile crisis response. A working group comprised of the Dubuque Police Chief, Assistant Chief, County Sheriff, Chief Deputy, captains, commander road deputies, CFGD staff and associates from Hillcrest Family Services convened to identify a solution. A mobile crisis unit existed at Hillcrest, and a new protocol was developed to outline how law enforcement officials could engage this service as needed. This provided a much better resolution for the individual in crisis, and allowed the law enforcement officials involved to return to their policing duties much quicker. All-America CityAwards,A Program of National Civic League Page i5 In addition, Mental Health First Aid Training was identified as another tool to assist law enforcement when interacting with individuals facing an immediate mental health crisis. To date, 30 local officers have been trained. Inmate Wraparound Program A Wraparound Program identified issues impacting jail inmates with acute brain health behaviors such as inmates staying in jail too long, jeopardizing Medicaid status, and inmates released into the community without support. They also identified a specific cohort of minor crimes, where inmates are ultimately released without probation officer support. This Inmate Wraparound Program results in improved communication with the District Court prior to initial court appearances and creating wraparound support after release for inmates without formal probation. Training was provided to judges and attorneys who will be assigned to cases associated with these individuals, increasing their awareness of the specific needs of this group and accelerating their cases through the judicial system to avoid any lapses in medical or housing seroices. Access Center Besides advocacy, education and SWOT needs assessment, the Brain Health Task Force is working to establish an access center in Dubuque for individuals with urgent mental health — brain health — needs. Currently, the nearest facility to Dubuque County is planned to be at least 90 minutes away. Urgent and acute mental health services outside of the in-patient committal process are one of the many brain health needs identified in Dubuque by health care providers, law enforcement, families and community-based organizations. "An access center would give law enforcement a great option in the community for people needing a little extra help beyond the traditional local options," said Dubuque Police Chief Mark Dalsing. "An all-hours access center would give officers a safe location to take community members who need someone to speak to, a chance to decompress, or a place to develop a long-term recovery plan beyond the traditional court-ordered mandated treatment, which is too often away from our community and the clienYs support system." Education and Outreach A Brain Health educational and marketing campaign, spearheaded by a community member, Debi Butler, is also underway with a goal of de-stigmatizing mental health through effective education, coordinated services, and treatment, which are all pivotal to end the stigma around brain health issues. Mental Health First Aid training and awareness about the community Mobile Crisis units have been delivered to volunteers, providers, law enforcement and emergency medical services personnel. A community-wide billboard and social media awareness campaign logged 122,000 impressions in its first five months of operation. PROJECT TWO Project: Bee Branch Creek Watershed Restoration & Activation Contact: Kristin Hill, City of Dubuque 50 W 13t" St Dubuque lowa 52001 khill[citvofdubupue.orp 563.589.4110 All-America CityAwards,A Program of National Civic League Page i6 Flash Back: Bee Branch Creek Restoration Project Imagine being at home on a stormy evening waiting out a tornado warning in the safety of your basement, when suddenly, water from heavy rain starts pouring into the basement around you. Do you stay in your basement at the risk of electrocution or drowning? Or go upstairs and risk the tornado? Unfortunately, residents in Dubuque's Bee Branch Watershed have been faced with this dire situation multiple times. In 1999, Dubuque experienced one of its most destructive flash floods, with $16 million in property damage. "It was evacuate the tornado shelter or drown," described resident Mike Hillard. Hundreds of basements were flooded. Following that storm, the City studied the flash flooding to identify potential solutions. Heavy rains came again in 2002, 2004, 2008, 2010 and 2011 . Six Presidential Disaster Declarations were issued with total damage estimates of almost $70 million. In 2003, a 16-member Bee Branch Citizen Advisory Committee was formed to determine a means to safely channel water out of the flood prone neighborhoods with two options: open waterway or underground sewers. After committee, public, and neighborhood meetings, the committee's recommendation to create an open channel and restore the Bee Branch Creek was adopted by the City Council in 2004. To develop the community's vision for the creek, the City's design team held public workshops in 2008. Based on citizen input, a corridor concept was developed with greenspace, scenic overlooks, and recreation opportunities. The project involved replacing almost one-mile of buried storm sewer with a creek and floodplain that resembles the one that traversed the area over 100 years ago. The creek is split into two distinct sections. The Lower Bee Branch Creek was completed in 2011 and the Upper Bee Branch Creek was finished in 2017. The creek stretches through Dubuque's Washington and North End Neighborhoods, where most residents are low to moderate income. Based on 2010 Census data, approximately 69°k of the people in these neighborhoods are low income, earning less than 80°k median income. These neighborhoods also encompass significant racially and ethnically diverse minority populations. The Washington Neighborhood has a 23.1 °k minority population and the North End Neighborhood has a 12.5°k minority population while Dubuque at large has only a 5.8°k minority population. In these two neighborhoods, where older homes sit closely together and there is limited yard space, the restored creek serves as a linear park with a multi-use trail, scenic overlooks, play areas, a community orchard and garden, an outdoor classroom, benches, lighting, and over 4,000 plantings, designed over several years with the residents of the area. Most importantly, the creek has increased the area's capacity for stormwater by tenfold. What was once an 8- foot by 12-foot storm sewer is now an 8-foot by 120-foot corridor that moves stormwater safely through the neighborhood without flooding adjacent properties. In 2017, a 4.9" rain fell in less than 24 hours. Thanks to the completed Bee Branch Creek, property damage was largely avoided. In 2002, a 4.9" of rain in a 24-hour period resulted in enough property damage to warrant a Presidential Disaster Declaration. Based on the damage caused by the 2002 storm, it can be estimated that the completed creek prevented $11 .6 million in property damage. All-America CityAwards,A Program of National Civic League Page i� The Bee Branch Creek restoration is innovative. Dubuque could have constructed a concrete ditch or massive storm sewers. Instead, a citizen-led engagement process and acceptance of a citywide stormwater management fee created a solution that protects the neighborhoods and provides environmental resiliency. Residents throughout the watershed are proud of the investments we have made to protect our most vulnerable people and historic properties. The Bee Branch Creek will function for the next century and beyond, and in combination with other watershed improvements, is expected to prevent an estimated $582 million in damages over the next 100 years. Bee Branch Healthy Homes To change the flow of water isn't enough to ensure healthy outcomes for all residents. Health goes beyond the doctor's office and the choices people make. Our health depends on where we live, learn, work and play. In 2014, we conducted assessments of 191 flood-damaged properties; 82°k had needs related to mold, moisture intrusion, and dampness. It became clear that these homes overlapped significantly with the Bee Branch Watershed. The Dubuque County Health Needs Assessment notes the Bee Branch watershed as a high-risk area for the social determinants of health. Due to improvements like the Bee Branch Creek and upstream detention basins, the watershed is experiencing less flash flooding. However, many residents are still living with residual health and safety issues from water intrusion. In 2016, the U.S. Department of Housing and Urban Development (HUD) awarded the City of Dubuque $8.4 million for the Bee Branch Healthy Homes Resiliency Program. We are now working to improve up to 320 housing units in the watershed. The program is available to both property owners and tenants who are low- to moderate-income. A variety of repairs and renovations are being made to decrease health and safety issues and make homes more resilient to future flooding. Health is determined by a wide set of forces and systems shaping our daily lives. In addition to our built environment, neighborhood safety, health care, economic stability, transportation, education, and employment play a significant role in our health. ThaYs why every participating household meets with a Visiting Nurses Association home advocate. Through a comprehensive assessment, the advocates identify barriers the participants are facing and connect them to local resources that can help them overcome those challenges. One participant was referred to a higher education opportunity to complete their massage therapy certificate. Another was able to setup a payment plan with a local utility company to catch up on energy bills. A participant who frequently traveled out of town for medical treatment was able to receive mileage reimbursement. Each of these situations resulted in extra monthly income that can now be used for other family needs. The data below identifies the needs most often identified by the home advocates, and the percentage of the time that case management and community partner support can create a positive impact for the affected family. All-America CityAwards,A Program of National Civic League Page i8 Racial & Ethnic Minority Participant Challenges Health Economic Education Social Built Environment #of Needs Needs# Needs# Needs# Needs# Needs# TotalNeeds 30 15 10 40 35 130 Positive Outcome 13 5 4 15 15 52 %Positive Outcome 43% 33% 40% 38% 43% 40% Caucasian Non Hispanic Challenges Health Economic Education Social Built Environment #of Needs Needs# Needs# Needs# Needs# Needs# TotalNeeds 75 40 14 43 114 286 Positive Outcome 20 4 5 24 53 106 %Positive Outcome 27% 10% 36% 56% 46% 37% Since 2016, the program has received 558 inquiries, approved 207 applications, and made home improvements to 61 units while an additional 20 are under contract. The average cost of the repairs per unit is $18,979. The advocates have assisted 67 families, discovered over 285 individual family needs, made referrals to 30 unique agency resources, and built relationships with 23 community partners from a variety of sectors. In 2017, several partners formed a resource group that now meets quarterly to discuss local healthy homes challenges. The resource group includes representatives from the school district, faith organizations, utility providers, health and social services organizations, and more — all with the common goal to create safer, better neighborhoods. When a participanYs need goes beyond what the program can address, this group does all it can to find a way to help. Most importantly, this group is led and driven by the community. Bee Branch Healthy Homes is an innovative program that impacts watershed residents in a very real and tangible way. We cannot have a collective impact if we only focus on structural improvements. We must also address family needs. Only then can we create a healthier and more resilient community. Community Engagement Through Art While infrastructure improvements build stability in a neighborhood, public art can bring neighbors together to celebrate and increase social resiliency. In the heart of the Washington Neighborhood along the Lower Bee Branch Creek sits a former scrapyard/recycling facility (circa 1942) recently purchased by the City. A fence of old corrugated metal panels surrounds the property. Inside, the soil is contaminated with lead and arsenic. The U.S. Environmental Protection Agency (EPA) awarded the City Brownfields grants to clean up the former scrapyard. All-America City Awards,A Program of National Civic League Page i9 Once fully remediated, what is now an eyesore will be transformed into a welcoming gateway to the Washington Neighborhood and all of Dubuque. The campus will house City offices and community educational and recreational spaces. In 2018, the City partnered with Washington Neighborhood leaders to gather over 180 pieces of hand-drawn artwork from residents, most of them children. The drawings were converted into digital art, enlarged, and placed on banners. The result is a collage of larger than life artwork created by the community which will replace the patchwork fence until full development of the site occurs. Arts & Culture: Accessibility, Engagement, and Inclusion Dubuque's arts and culture community provides opportunities for residents from all neighborhoods and cultural backgrounds. Dubuque aims to be a model for arts and culture engagement of both marginalized and traditionally-included groups. To achieve this vision, we have created an Arts & Culture Accessibility, Engagement, and Inclusion Working Group, a collaboration of the City's Arts & Cultural Affairs Advisory Commission and the Inclusive Dubuque Arts Working Group. This peer network is open to all residents interested in creating an inclusive and welcoming arts and culture community. The group dedicates a portion of each meeting to peer learning, allowing members to bring issues to the table and seek advice and guidance from other members. The group reviews current and proposed programs and policies to identify ways Dubuque can make arts and cultural activities more accessible and relevant. For example, what barriers can be removed to make it easier for under-represented groups to engage with arts and culture? What incentives could be provided to encourage greater diversity? What types of events is our community lacking? The working group is a platform to form partnerships, create complementary programs, combine resources, find new audiences, cross-promote programs, and expand the reach of the arts and culture community. By bringing together experts in the visual arts, music, theater, story-telling/spoken word, historic preservation, building arts, and more — we will find creative solutions to difficult issues that are truly representative of all voices in the community. Momentum: Activating Public Spaces Recreation on the Roll At community events in Bee Branch neighborhoods and throughout the city, you'll find families gathered around a colorful trailer filled with big foam building blocks and other games and activities. This mobile fun lab is the Leisure Services Rec 'n Roll Trailer. The trailer allows the department to serve residents where they live instead of expecting residents to come to them. The trailer was rolled out 2017, visiting nineteen community events including the opening of the Bee Branch Creek Greenway. In 2018, the Rec 'n Roll Trailer was utilized over 50 times, greatly expanding the community's offering of free programs. The trailer transports a large inflatable movie screen that can be popped up in any open greenspace. Free movie nights in parks throughout the city are now a popular offering. By eliminating transportation and cost barriers, the Rec 'n Roll Trailer brings family, friends, and neighbors together in a fun and equitable way. Bridging the Participation Gap All-America CityAwards,A Program of National Civic League Page zo There are several types of free neighborhood programs offered in Dubuque. With the help of CDBG funding, along with 20+ community partnerships, free programs are offered exposing low-income families to a variety of recreational activities. However, there was a clear gap in the participation of low-income residents in paid programs and services. To bridge the participation gap, a scholarship program utilizing additional CDBG funds was created so 150 low-income families in Dubuque now have access to $125 in credits to use to register for any recreation program —not just specific reduced-fee programs. The scholarship approach opened approximately 300 programs that previously were not included as reduced fee programs. In FY17, $11 ,311 in credits were redeemed to register for programs, purchase pool passes, and rent pavilions. As a result, there was an increase in participation per program of 0.4 registrants over the previous year. In FY18, $16,446 in credits were redeemed and again there was an increase in participation of 0.6 registrants compared to FY17. In just two years, this is an increase of one person registering per program offered. Annually, over 800 programs are offered. PROJECT THREE Project: Dubuque Eats Well Contact: Michaela Freiburger, Dubuque Main Street 1609 Main Street Dubuque lowa 52001 Michaela[dubupuemainstreet.orp 563.588.4400 Flash Back: lowa is the Most Altered Landscape To outsiders, Dubuque, lowa is located in the heart of"food production country". However, lowa's landscape is the most altered in America, quickly shifting from its native prairie, to small, family farms, to today's landscape of corn and soybeans. Today, we import our food, and are ranked last in the nation in terms of fruit and vegetable consumption. Obesity has been identified as a top community health concern, as it is now characteristic of 27°k of Dubuque County residents, and our 5,000 households who receive SNAP benefits often struggle with health effects of obesity in addition to a variety of other threats that put them at risk for decreased life span. In 2006, Dubuque residents identified Healthy Local Foods as one of twelve Sustainable Dubuque principles during a community visioning process. We are a community that "values the benefits of wholesome food from local producers, distributors, farms, gardens and hunters." Home to the oldest continuously-operating farmers market in lowa, we had lost our connection to the agricultural land that surrounds our city. Data reviewed during the Community Health Needs Assessment indicated an increasing obesity rate, while three census tracts that include some of the highest percentages of low- income and/or minority families meet the USDA's definition of a food desert. In 2016, approximately 12-17°k of Dubuque households were "food insecure", meaning members had anxiety over food sufficiency or shortage at least once a year. Dubuque Eats Well All-America CityAwards,A Program of National Civic League Page zi To combat these trends, and to develop a collective impact model to increase healthy food access that capitalized on grassroots work in our community, a Regional Food Coordinator was hired in 2012, and the Dubuque Eats Well (DEW) coalition was formed. DEW is a network of area organizations and community members working to advance local food system development in the Greater Dubuque area. DEW completed the community's first Food System Assessment in 2015, and began forming working groups to address the gaps identified. The groups are grounded in the shared core values of collaboration, justice, wellness, education and environmental stewardship. Their first five projects were: . Farm-to-School education programs . Farm-to-Institution economic development efforts . Edible forest for the Bee Branch Creek Greenway . Double Up Food Bucks program to increase low-income access to farmers markets . Development of a Collaborative Farm at Sinsinawa Mound that supported beginner farmers. Double Up Food Bucks In 2015, Dubuque Main Street (DMS) began accepting Supplemental Nutrition Assistance Program (SNAP) cards in exchange for tokens to be used at the Summer Farmers Market. The program expanded and launched the Double Up Food Bucks incentive in 2016. The program provided SNAP users with a dollar for dollar match, up to $10 per market day, for purchasing local and fresh fruits and vegetables at market, increasing the ability of low-income families to purchase healthy foods while increasing income for local farmers, many of whom are also struggling to make a living. In 2017, voucher distribution increased by 24°k and attracted 74 new users. In 2018, over $12,831 from SNAP recipients was redirected to local farmers, and use of the tokens was recently expanded to the Winter Farmers Market, providing year-round access to healthy local foods. Offering financial incentives to eat healthy isn't enough, especially if you come from a family where these habits haven't been instilled from an early age. DMS launched Kids at Market to engage families who attend, offering on-site cooking classes, and hosted Market tours for those who had never attended before. Outreach to the Multicultural Family Center and other neighborhood organizations expanded the diversity of participants. Dubuque Rescue Mission Community Garden Facing a growing need to provide fresh and healthy food to its residents, the Dubuque Rescue Mission, a men's homeless shelter in downtown, convened community members in 2008 to create a small garden to provide produce for its kitchen. The community garden was the first of its kind in the city. Through a partnership with the City of Dubuque, a small lot was acquired and converted into a garden a block from the Mission. The garden provides an opportunity for Mission residents to engage in employment skill-building programs while working to help maintain the garden. As urban farmers, Mission residents learn valuable skills while spending restorative time in a natural environment. The garden grows over 2,000 pounds of fresh produce each season to provide fresh, organic produce for the families served by the Mission's free meal program. With fresh produce from the garden and creative use of donated food, vegetable consumption has increased by 40°k for Mission residents. As the garden space grows, its multiple benefits expand. In 2018, All-America CityAwards,A Program of National Civic League Page zz Mission residents began growing and selling micro-greens and seedlings, learning the principles of small business development as they connected with local retail institutions. Dubuque Community Garden Collaboration The Dubuque Community Garden Coalition is a partnership of community gardeners who share resources and work together to expand opportunities to grow food in Dubuque. Their mission is to create greater access to affordable, inclusive, sustainable gardening opportunities in an urban environment, building community around food. The Washington Neighborhood Community Garden offers space where neighborhood families can grow produce and build relationships with one another. In 2018, gardeners not only provided food to neighbors, but gardeners from in and around the Dubuque area donated produce to River Bend Food Bank. The St. Luke's United Methodist Wading Pool Garden project takes a non-traditional definition of the community garden model. The project provides blue, plastic children's wading pools to residents like renters or those with small yards who can't establish their own garden. Often, these wading pool gardens find their way to in-home childcare centers, adult group homes, renters, or low-income families. The new gardeners are paired with garden guides, who accompany them to a garden fair to choose plants, and visit often throughout the season to mentor as they learn to grow, harvest, and prepare healthy vegetables. Since 2011 , the program has provided over 70 wading pool gardens to those in need. Convivium Urban Farmstead Convivium Urban Farmstead, a non-profit strategically located in one of Dubuque's food deserts, was founded in 2016 with a mission of creating community around food. Convivium restored a derelict greenhouse to an urban farm, and began reaching out to neighbors to plant small raised beds in their yards that would provide 24-7, accessible produce to residents and visitors alike. In 2018, Convivium participated in the National Civic League-facilitated community conversation to build non-profits' skills and abilities to meaningfully engage with traditionally unengaged neighbors, especially people of color. Working with the CFGD and neighborhood elementary schools, Convivium developed the Food Scholars Program and intentionally worked to enroll Marshallese youth and their families. They worked through English Language Learners staff and conducted home visits to recruit families. Thirty-five attendees participated in the five-week program, learning how to grow, shop for, and cook healthy foods. This knowledge is especially important, as most of the families live in one of Dubuque's food deserts, and diabetes rates are disproportionately high in the Marshallese population. School-Based Food Pantries Recognizing that inadequate food access often leads to a loss in learning, the Dubuque Community School District and River Bend Food Bank teamed up to meet family food needs at a point of daily interaction — in their neighborhood school. Mobile food pantries have been a common offering over the years to area families. In an effort take food access to the next level, partners have created deeper collaborations and launched Dubuque's first, consistent school-based food pantry. All-America CityAwards,A Program of National Civic League Page zg Thanks to funding from Dubuque's 5-2-1-0 Healthy Choices Count grant from the lowa Department of Public Health, facilitated locally through the East Central Intergovernmental Association, Lincoln Elementary School was able to purchase the initial food and equipment needed for a fully functioning pantry during the 2017-2018 school year that distributed fresh produce, dairy, meats, grains and dry products. After this pilot period, River Bend Food Bank and local volunteers collaborated to continue the program for the 2018-2019 school year. From February 2018 through February 2019, the program provided 2,588 individuals (547 families) with food resources that lead to healthy living and learning. Prescott Elementary School, another Title I school, added food pantry distribution in November 2018 and has served 466 individuals (88 families) through January 2018. With the success of the program and support from public and private partners, the District continues to explore additional opportunities to provide families with needed food resources. Meals for Summer Reading & Recreation Programs Many of our at-risk youth rely on the school day as their only access to a healthy meal. As summer arrives, their families struggle to feed their children. In Dubuque, at-risk youth participate in many summer programs aimed at keeping them safe and preventing the "Summer Slide" as part of our Grade-level Reading Initiative. In 2018, the Boys & Girls Club partnered with United Way to serve over 17,000 meals through the City's playground programs, St. Mark's Youth Enrichment and Boys & Girls Club summer programs, and a summer teen program, ensuring those children get access to healthy meals year-round. Celebration & Shared Cultural Heritage With a mission of building unity out of diversity, the Multicultural Family Center (MFC) recognizes that community is often built around food. Hundreds of individuals from around the world come to the MFC to share experiences and cook together at events including but not limited to: Celebration of Africa, a night of African foods, fashion, and games; Dia de los Muertos; Indian Cultural Night; Marshallese Constitution Day, a celebration highlighting culture, music, and food; and Hawaiian Culture Night. Additionally, the MFC serves as a food pantry to meet families where they are, and provides food for 75 low-income families each quarter through a partnership with the River Bend Food Bank. Resident Engagement In Policy-Making & Action Planning "We must identify as gardeners of sustainable communities. Being a gardener is about getting your hands dirty and keeping your ear to the soil." — Dr. Marcus Hendricks Farmers, and gardeners, lead by doing. Quite literally, they get their hands dirty to solve problems. In addition to the project-based work listed above, DEW utilizes their shared voice to engage the residents it strives to impact, and to impact policy change. In 2017, the group collectively advocated for healthy local foods to be included in the City's Imagine Dubuque Comprehensive Plan for the first time. DEW also successfully lobbied Dubuque County to establish the Dubuque County Food Policy Council and allocate $25,000 in funding for institutional and system-level improvements. These system-level changes begin to address root causes of lack of access to healthy foods that programs alone cannot. Momentum: Healthy Futures for All All-America CityAwards,A Program of National Civic League Page z4 Partners continue to seek opportunities to increase access to healthy foods and exercise to lead to healthier outcomes for all. The City of Dubuque's AmeriCorps Healthy Futures grant is focusing on promoting educational health and wellness activities that engage and empower under-served community members to develop healthy attitudes that lead to living healthy lifestyles and increased community connectedness. Our program has identified community needs to serve youth between the ages of 12-17. Together, our AmeriCorps Program, the City Leisure Services Department, Carnegie-Stout Public Library, and the Multicultural Family Center, will provide an opportunity for teens entering grades 8-12 to work with caring adults to explore social and emotional experiences together. AmeriCorps members will develop and implement programming around teen interest and best practices promoting healthy lifestyle choices. A few examples include field trips to experience Dubuque's many offerings, exploring new types of physical activities, outdoor education, and developing relationships through gaming, music, and outreach. Programming would center these social and emotional goals around activities that promote wellness in conservation, social equity, and healthy lifestyles. Continuing forward, our AmeriCorps Program will partner with community organizations to address health inequities, such as food security, workforce development, and a continued effort to provide fidelity in supporting mental and social/emotional health for youth through community connectedness. Future opportunities would support building capacity in organizations to address community needs and be a part of building healthy lifestyles for under-served communities. End of Application. Thank you for submitting yourAll-America City Award Application! Need additional guidance? Email aac@ncl.or¢or go to www.nationalciviclea�ue.or�for announcements of upcoming webinars for prospective applicants and AAC resources or call the League at 303-571-4343. 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DUBUQUE, lowa — The award recognizes communities that leverage civic engagement, collaboration, inclusiveness, and innovation to successfully address local issues. This is the fifth time Dubuque has received this distinction since 2007. "This award recognizes communities that come together to improve their future," said Dubuque Mayor Roy D. Buol. "Being named an All-America City five times in just 12 years affirms that we are making progress and is a tribute to the work of so many people and groups. It also tells the world that Dubuque is a vibrant community that works together to address challenges." The National Civic League said the 2019 All-America City Award celebrates examples of civic engagement practices that advance health equity in local communities. The competition sought projects that demonstrated inclusive decision-making processes to create healthy communities for all, and particularly for populations currently experiencing poorer health outcomes. As part of the competition for the award, a delegation of Dubuque residents traveled to Denver to participate in presentations and workshops at the 70th All-America City Awards & Conference, June 21-24. The Dubuque team included representatives from the City of Dubuque, Community Foundation of Greater Dubuque, Crescent Community Health Center, Dubuque Community Schools, the Dubuque Dream Center, Dubuque Main Street/Dubuque Eats Well, the Fountain of Youth, Inclusive Dubuque, and the Multicultural Family Center. "It has been a wonderful experience to be part of sharing Dubuque's story at the All-America City competition," said North End Neighborhood resident Audrey Morey. "Perhaps other ciites can benefit from our success story, as we might benefit from theirs. Feeling blessed to be a Dubuquer!" "This experience was amazing -- hearing all the similar challenges that other communities face but yet we share one thing in common: we are active in trying to improve our community!," said Caprice Jones, director and founder of the Dubuque Fountain of Youth Program. "I spoke with a woman from EI Paso, Texas, and she shared how generational poverty affected her life and how she is a part of solutions! That was very inspiring! Denver has allowed my life to be exposed to many cultures and I'm grateful for the opportunity!" Dubuque Dream Center Executive Director Robert Kimble was also part of the Dubuque delegation and said he enjoyed the experience. "We were reminded that other communities are facing similar challenges all across the nation, we had opportunities to network and gain creative ideas on how other communities strategize to address difficult challenges, and we experienced fun moments of bonding with other Dubuque community leaders," said Kimble "Going through the AAC process of learning and identifying the many organizations that are impacting lives in the Dubuque community provided perspective on the many caring organizations and people that exist in the Dubuque community," he added. "One of the most important results of this experience is the realization and reminder that community organizations who work together to authentically engage and empower their community will produce the most life changing results for their community -- and Dubuque appears to be moving in the right direction." "It is amazing to work with all the people on this trip," said Suzie Stroud, a social worker with the Pacific Islander Health Project at Dubuque's Crescent Community Health Center. "The partnerships and collaboration in this difficult work enables us to support each other. It is also amazing to see that our work is being recognized. It gives me renewed energy to get back to Dubuque and continue." Dubuque's application focused on the civic infrastructure built on the Inclusive Dubuque network of over 60 partners working to advance justice and social equity, and Imagine Dubuque 2017: A Call to Action, the comprehensive planning process that collected input from 6,000 residents to identify a roadmap for Dubuque's future. The application and presentation also featured three projects demonstrating how partners are impacting health outcomes for all residents. "Health Care for All" highlights the progress Crescent Community Health Center has made, the impact of the Pacific Islander Health Project, and the recent work of the Brain Health Task Force. The Bee Branch Creek Restoration Project was the second project highlighted and the collaborative work happening by the Dubuque Eats Well coalition to increase access to healthy local foods is the third. Finalist communities' presentations brought their written applications to life and demonstrate the positive effects of using equitable engagement strategies to address issues such as promoting mental health, addressing obesity and building stronger neighborhoods. Dubuque is one of 10 communities to be designated a 2019 All-America City: Battle Creek, Michigan Cornelius, Oregon Dubuque, lowa Gothenburg, Nebraska Lancaster, Texas Mission, Texas Rancho Cordova, California Rock Hill, South Carolina West Hollywood, California Wichita, Kansas Dubuque was first named an All-America City in 2007 when its application described the America's River Project, Downtown Master Plan, and Crescent Community Health Center. Veteran-Oriented Programs, Workforce-Development Efforts, and the Historic Millwork District Revitalization were profiled in 2013 and 2012's successful application focused on the community's Plan to Improve Third-Grade Reading. In 2017, Dubuque's winning application featured the Dubuque Campaign for Grade-Level Reading. # # # For more information on the National Civic League and the All-America City Award, visit www.nationalcivicleaque.orp/america-city-award/ All-America City �� TM � � � � � � ' � � . � � . _ .. . '��`' s�t`s's. ,: �' i � I�' _`� , � " M . , , �.,, �� , � i��,,,,,t�e�.a � � � _. � _,� - � _ � �zl il� �� ea: -t r =: � ,"y�uy! - - — n�-�1��i�'�/R .a h.. �� . � fa � ' yy'�..r� ... ;,d_z+. Y .-t .r ��r !,�Si��• �'�' * �,� +m,�.� z '��.� i �+. � � .a. ya. :� � .,si r `,E-,. .� s� .n . -." � �y' .�.w - _ , . �+�':J+� e5" � '.� � -�s�� :3 ., k. ��"' � �� x � . . zoig All-America City Award Supporters W.K. qI, eo cRaoe I<ELLOi JREAOING Southwest. FOUND = 5ue[ess MATTERS �i ., Y` � �� ICM/tRC 71iccoloradoHealchPoundarion �'��? �(q�SER PERMANEN�E - j�� 9UIlOIN6 PUBlICSECNR iEtIREMENi SENRItV ��! � COMMUNICATIONS COMCAST � , NBCUNIVERSAL � , \`(// � Y �GROP / ASHEBOjZO �� , �,D��,� UlwzG,Dmwv oMM . <.o.. ty .oa.. �.ao.�.. auro�ayo�.o�� CHUlAVISTA v �,.�„o �� DENVER D B1tIN � `� mGreenbergTraurig TME MLLE MIGX CIiY uEN.w Mi„o„ AMPRICAN a�roiiov��nuo[xoni[ � � IY■ .� eoshaw HAYWARD I nn � Lakewood mimuirvw[smo� ��a Colorado IFIIIFMFYI fFNRIIY ° .°;q,� L� anNcwq/coaoo�a � \ � � � �LAHASSEE � ��r =F ROANOKE • Liule Rock � tampa '�c.a,a , s„ Housiog ",,°�I I�i�; � vo° � ��e �ioios �ulhQ��l� SiRPiHEPF� � i�ar � �I II I� �a[io�alciviclezgue.oeg �O zo�q Na[io�al Civic Lezgue �� Celebrating the �, National Civic League's Y �`' 125th Anniversary! 2019 marks an anniversary for the National Civic League-125 years of advocacy,research,publishing and hands-on civic assistance ro locali- ties and regions throughout the country.The organization was founded following a gathering of civic leaders in 1894,during a period of social unrest, economic crisis and urban dysfunction.This respeaed group ' •. of about 100 communiry leaders, incWding Theodore Roosevelt,Louis ' ? Brandeis,andFrederickLawOUnsted,cametogethertoaddress"incom- petence,inefficiency,patronage and mrruption in localgovernments:' During the neut 125 years,the League led major reforms in the way local communities were governed, incWding the professionalism of *�- � ciry services,the creat ion of the city manager system,the nonpart isan � �� makeup of many local elected bodies, elecroral reform and incWsive �� .�,y�^ civic engagement. No hisrory of American politics and civic engage- I `�' AI!""" , . . ment would be completewithout a chapter on the League. � � , � / / � � The 125thAnniversaryCelebmtion Committee incWdes some o!d friends and the descendants of some of its founders. Co-Chairs: • HonorableHenryCisneros,Principalof5iebert,Cisneros,5hank& Co.LLC.,pastboardchair • La lune Montgomerg President,W.K.Kellogg Foundation • David Mathews,President,Ketrering Foundation,past board member • MarySeLLers,President,UnitedWayWortdwide Members: • QarenceAnthongExemtiveDirecror,NationalLeague • ChadesOzaki,CityManager,BroomfielQCQformer of Cities board member • ChristineBenerqCEQMileHighUnitedWay • NealPeirce,nationally-syndicatedmWmnist,past • TerreLLBlodgett,Pormerboardchair boardmember • MarciaConner,ExecutiveDirecror,NationalFederation • CarlPforzheimerlll,FoundationPresident,sonand of Black PublicAdministrarors grandson of past board chairs • MarshallFieldV,Founder,GreatGreatGrandsonof • RichardW.Raushenbush,FoundingPartner,WorW League founder and Chair,Old Mountain Compang Environment Law Group,great grandson of founder, Inc. Justice Louis Brandeis • ChrisGares,Fellow,NationalAcademyofPublicAffairs, • RobertH.Rawson,Jr.,endowmentdonorandpast past League president board chair • HonorableMichaelHanmck,Mayor,City/Countyof • DorothyS.Ridings,formerPresidentandCEQCouncil Denver,former board chair on Foundations,former board chair • HonorableGlendaHooQformer5ecretaryof5tate, • KermitRooseveltlll,ProfessoratUniversityofPenn- State ofFlorida sylvania and great grandson offounderTheodore • Curtislohnson,past board member Roosevelt • CarolynWkensmeyer,ExemtiveDirecror,National • RalphSmith,President,CampaignforGrade-Level Institute on Civic Discourse Reading • MarthaMcCogExecutiveDirecror,EverydayDemocracy • ArturoVargas,ExecutiveDirecror,NationalAssociation • Chris Morril4 Executive Direcror,Government Finance of Latino Elected Officials Officers'Association • HonorableWiLLiamF.Winrer,formerGovernorofMis- • Robert0'NeiLL,pastexemtivedirecroroflnrernational sissippi City/CountyManagementAssociation • LyleWragExemtiveDireaor,CapitalRegionCouncilof • MarcOtt,ExecutiveDireaor,InrernationalCity/County Governments,HartforQQ . Management Associat ion W� f.i.i.i.i.7 n��,�,ic�,:i.�",�e . Join us! Become a member today at � 1111 i � ��ti,,,,.,..,a,�..,. nationalcivicleague.org/memberships/ r=,.,,,.�,,..:. ��,� ��'� Ol J �� b � �, OFFICEOFTHEMAYOk ,,,�t't CITYANDCOUNTYBUILDING Mayo[ DENVEk,CO 80202-5390 � TELEPHONe (20J 865-9090•Fe�:(20J 865-8J8� � � T�iTTn:�izo�scs-voio All-America CityAward Participants Hilton DenverCiTy Center 1702 Califomia St. Denver,Colorado 80202 Greetings As the former Chairman of the Board of the National Civic League,it is my pleawre and honor to welmme you and all the 2019 All-America CiTy Award&Confesence participants to the Mile High CiTy.This year we are spotlighting indusive engagement pactices that create healthy mmmunities and bring all voices to the table to help mlve our muntry's most pressing and mmplex ismes.W ith this focus,the National Civic League hopes to leam more about the indusive decision-making processes that mmmunities use to problem rolve and move forward. TheAll-America CityAward—now celebrating its 70th year—is the National Civic League's flagship program. I mngratulate you for living in and representing a mmmunity that has demonrtrated mllaboation,innovation,engagement,indusiveness and a can-do spirit. In the eyes of the National Civic League board,rtaff and the All-Amenca City volunteeq every mmmuniTy here is a winner.We urge you to take full advantage of this unique opportunity to tell your story,bond with your mmmunity's participants and leam from others. I am inspired by your All-Amencan rtones of the dedicated people working together in your mmmunity to make things betterfor all. I enmuage you to take the time to refiect and celebate the great things that have been acmmplisfied,as well as recommit to addressing the challwges that lie ahead. On behalf of the CiTy and County of Denver,please accept my gratitude for your dedication to bringing all of your mmmunity's unique voices to the table. I wish all of you a wccessful and productive eventl RespecHully, � Michael B. Hanmck Mayor —�I� �a[io�alciviclezgue.oeg � �Ozo�qNa[io�alCivicLezgue COLORADO Governor Jared Polis � � June 21, 2019 Greetings: �,"�n On behalf of the State of Colorado, it is my distinct pleasure to wekome you to the 2019 ALL- America City Awards and Conference. We are proud to host this event on itr 70th anniversary. We recognize your commitment to civic engagement and thank you for your dedication tn creating healthycommunities. Key to these effortr is the intentional inwlvement of diverse perspectivg in community decision-making. It is imperative that innovative communities coLLaborate and leam how to best solve our country's most pressing and complex issues. Here in the Centennial State, public, private and non-profit partners have worked together to help Colorado become the healthiest state in the nation and to strengthen our early literacy programs. We will continue to look for ways to cdlaborate in order to create innovative solutions tn address some of the most pressing challenges that our residentr face. Once again, Colorado is privileged to host leaders from towns, cities, and communities across our great nation. We are confident the 2019 All-America City Awards will be a transformative eYperience that will inspire you with new ideas and wiLL equip you with new tods as you head back home. You have our best wishes for a succgsful and memorable weekend! Sincerely, � �ohs Governor State of Colorado 136SbtaCap't�l �enve5C0802J3IP303.866.63901www.mloatlo.gov/govemo� � '1II'' �a[io�alciviclezgueoeg � �Ozo�qNa[io�alCivicLezgue ..� WF M7 xp ME OR M� n io xx 50 y�l MI HY MR �NI Y!Y w m NE N� � OH ryy MO UT IL IN � � 55 � W � � 31 M� � YP � IlC pR iN � OX XM SC AL � MS Gp AK T'� u n �+ w COMMUNITIES ACROSS THE NATION ARE MOBILIZING to give more children and families the resources they need to develop as early readers and succeed academically — and in life. Working together with parents, schools and teachers, we can ensure that every child is on a path to a more hopeful future. ARE YOU WITH US? FOLLOW THE MOVEMENT,��READINGBY3RD Th�Gmpeiyn Por 6RAUE-LEVEL READING gradelevelreading.net / #GLReading aoi9 All-America City Finalists in a(phabe[ica(order by city/wunty Battle Creek, Michigan Clinton, North Carolina Cornelius, Oregon Doral, Florida Dubuque, Iowa Edinburg,Texas El Paso,Texas Gothenburg, Nebraska Hallandale Beach, Florida Lancaster,Texas Livingston County, NewYork Mission, Texas Ontario, California Pasco, Washington Rancho Cordova, California Rock Hill, South Carolina San Antonio, Texas Sumter, South Carolina West Hollywood, California Wichita, Kansas � � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue At the Colorado Health Foundation, our mission is to improve the health of Coloradans. WE BELIEVE THAT THE PHOMISE OF LIFELONG HEALTH BEGINS WITH A HEALTHV STAHT. HEALTH HAPPENS WHEHE WE LIVE, WOHK AND PLAV, AND IS LAHGELV DETEHMINED BV FACTOHS OUTSIDE OF THE HEALTH CAHE SVSTEM ITSELF. WE AHE PHOUD TO SUPPOHT THE 2019 ALL-AMEHICA CITV AWAHDS. _ • ► �� , _.�'1 : [".�i / ♦ i �`e' { 1 � _ � '� ` � � , f - � . . . . . . . , . � )I � Event Timeline �oth All-America City Awards &Conference: Creating Healthy Communities Through Inclusive Civic Engagement Hilron Denver Ciry Center c�oc CaliFornia Street, DenveS CO 8ozoz � � � � 6:oopm-S:oopm Registration LowerLevelz � � � �:ooam-g:oopm Registration LowerLevelz �:ooam-�goam FinalistDelegation"Captain"BrieAng MattieSilks S:ooam-4:igpm FinalistPresentationRehearsals Coloradoeallroom 9�45�-u:ooam ConferenceWorkshopBlocki Youch Youth Empowerment—Harnessing the Power ofYouth Voice (Room:Denvure� HrianHmdy,PresidentMila�aCha!lenge,'PanessaRoberts,F�ecuti✓eDirecror,Project VOYCEg Caleb W¢shington,LeadYouth Facilimror,ProjectVOYCEg IdRenzSmith Youth FaciGmror,ProjectVOYCE Par[icipan[s will headrom bo[h[he Mikva Challenge and Projec[VOYCE abou[how they empowerand engage youth u partners m improve mmmunities and build youth leadecship.You[h ficilitamcs will speakabou[[heicpac[icipa[ion in[he program. Healch equiry Stal<eholder Engagement in Health (Room:Denvu3� JuGeReiskin,Fxecuti✓eDirectm,ColoradoCross-DisabilityCoalition,'J.RormldDePries, Healthmre Enrollment Progmm Manager at the GLHT Community Center ofColorado Par[icipan[s will be given pmc[ical mols on how m[hinkabou[stal�holdec engagemen[ and how m identi(y who should be imolved.Attendees will also hearabout the progress being made in bcinging equity m heal[hcare delivery 6c[he LGBI'Q mmmunity andpeoplewi[hdisabili[ieGneeds6duc[hecimpcovemen[and howstal�holdec engagement can helpget us there. Aging Community Health:Using a Lens of Age (Room:DenvuS-6� SmceylCur�SeniorProjectCoorrGnaror/HealthyChulaVisminitiati✓e,'HobPmth, Chair,AARP G G✓able CommunitiesAdNsoryTeam,'Anne Steinberger,Marleting and Communimtions Manager,City ofChula Vism This wockshop deWes inmAARP's Age-Fciendly(Livable)Communi[ies Netwockand [he Ci[y oCChula Vista's Age-FciendlyM[ion PIan.The wockshop's goal is m provide eaamples oCcivic engagemen[[echniques in reuhing[hisvulnemble adul[popuYa[ion m address chronic and emerging health issues. �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue n:i5am-iz:3opm Conference Worlcshop Block z vouch Engaging Schools and Communities in LocalActions to Promote (a�m:�e��e��) Health Equity for Latino andAll Kids Rasalie P.Aguilar,Natiorm!Project Coordinaror,SaludAmerica!UTHealth SanAnronio The goal o(this workshop is m mmmunicate stmtegies(or implementing change by uaing agraearoots,mediaadvocuyapproach,CueJed by mntentand ution packs developed by Salud Amuica!m equippacents,teachuG mmmunity leaduG and cesearche�v with mola m promote health equityat the local leveJ Coc Latinoand all Idda. Healch Equity Community Partnerships to Promote Health Equity (Raom:Demee3� CommunitypartnersfromCommerceCity,Den✓erandColorado5prings;Chrisropher Smith,Senior Progmm Of/'icer,Colomdo Health Foundation(fnciGmror) In[his session,mmmunitypacmecs will share how[heyadvance heal[h equity wi[h projec[s Cocused on impcoving and u[iva[ing[he buil[environmen[.Too oRen mmmunity membersare IeR out o(the discussion around health-promoting activities in their own mmmunities.Participants will hear how mmmunities themselves have Cully paz[icipa[ed in[he planning and developmen[oClocal resoumeG lil�packs,[rails oc even sidewalkG so[ha[all people can enjoy[hem. well-being Advancing Intergenerational Well-Being (Raom:DemeeSb� TylerNorris,MDigChiefFxecuti✓eWellHeing7}ust Monte Roulier,President ofCommunity initiati✓es,Con✓ener of CommunityCommons.Org !u"deatha oCdespaic"-thoae&om almhol and aubatance miauaeand auicide— mntinue m ciae,the nation muat adically rethinkits appcoach m mental,emotional and aocial weJl-being Join a netwock oC leading change makeca m ahape and uceaa cesoumes(eg.engagementand caee making mdG metcics and local atmtegiea)thatcan help mmmunities improve well-being and human flourishing iz:gopm-z:oopm LunchonYourOwn z:oopm-g:oopm ConferencePlenary Denvereallroom [(eynote Speakers: David MathewG Preaident,CEQ Kettecing Poundation,paatboard membec Nicia Lara,Senioc Vice Preaident,Imput,United Way Woddwide,board membu 3:i5pm-¢45pm RoundtableLearningF�cchange ColomdoA-D Table mpics will include:Obesity reduc[ion and ucess m heal[hy 6od;Ucban design [ha[promo[es heal[hy living;Heal[hy housing developmen[G Heal[hy schoolG Mental health carg Opioida&aubatanre-abuae cernveryand pcevention pcogmmG Sa(e neighbochoodG places m�emise and play,Community-police rela[ionG You[h engagement;Emnomic developmen[=Equi[able Development;Age-&iendly citieG Racial equity,Civic engagement in gmde-leveJ reading and Environmental auatainabiliryand mnaervation. �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue g:oopm-6:oopm All-AmericaCityAwardsOpening Coloradoeallroom Ceremony I(eynote Speakers: LaJune Mon[gomery,CEQ President,WR.Kellogg Pounda[ion Honomble Henry Cisneros,Principal o(Siebert Cisneros Shank&Co.,L.L.C. pae[boacd chaic 6:oopm—�:oopm iz¢"Mniversary&WelcomeReception Denvereallroom � � � �:goam—S:ooam "Captain"BrieAng MattieSilks S:ooam—g:oopm Registration LowerLevelz q:ooam-4:g5pm JuryPresentations Coloradoeallroom io:ooam—n:ooam Workshop:RacialEquityinHealth Denvereallroom &Other Services Dante james,Co-Founder and Principal,The Cemini Groug LLCG Senior Fellow, Natiorm!CiNc League,'Matt Guy,Lead Community Connecror,Mcelemted 7}ansformationAssociates By the end o(this sessioq participants will learn how m understand whyaddressing equi[y is agovemmental impem[ive;dis[inguish between ins[i[u[ional,in[ec-pecsonal, and sys[emic ruism;unde�stand[he science behind implici[biay and be able m recognize and have mols m ovecmme it;be able m implemen[[ools m rtJ[iga[e ins[i[u[ional mcism in heal[h care;and u[ilize[he importan[ques[ions m begin m implementan"equitylena." n:igam—iz:igpm PreparingforzozmCensus5olutions Denvereallroom Workshop HaleyAshcom,intergo✓ernmenmlAffairs Partnership Manager,Of/'ice of Congressiorm! and intergo✓ernmenmlAffairs at the US Census Hureau The Census Solutions Workshop will be a 50-minute long highly intemctive workshop. A[[endees will wock mge[hec in a highly mlYabom[ive se[[ing maddress real problems/ challenges and leave wi[h ac[ual ac[ion i[ems m solve[hese challenges Cacing[he zozo Census.Challenges may include govemmen[dis[mst,[he digital divide,hicing locals m enumerate,etc iz:gopm—z:oopm LunchonYourOwn �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue z:oopm-g:oopm Worlcshop:CaringforColorado'sVeterans Denvereallroom through Free Oral Health Services HeirGTyrre!!-Heroes Clinic Manager,Clinim!instrucror,CUHeroes CGnic,' Dc Tamara Tobey-Associate Professor C/T,ACPS Program Direcror,CUHeroes CGnic,' Cherith Flowerday-Progmm Of/'icer,Delm Denm!ofColorado Foundation Pac[icipan[swill hear&om[he Univecsity oCColoado Heroes Clinic and Delta Den[al oC Colorado regarding their partnership m create the innovative clinic providing(ree dental services m Colomdds ve[eran popula[ion.Par[icipan[s will also learn abou[[he services pcovided by senioc dental s[uden[s undec[he supervision oChighly-qualified Cacultyand staR;many oCwhom are ve[erans[hemselves. g:oopm-6:oopm AACGvicActionFair DenvereaIlroom 6:i5pm-�:i5pm Cultural Entertainment 5howcase Colomdo eallroom � � � �goam-S:ooam "Captain'BrieAng MattieSilks q:ooam-iz:o5pm JuryPresentations Colomdoeallroom n:4opm-i:oopm LunchonYourOwn i:oopm-z:gopm AAC Festival of Ideas:Peer discussion of community pmjects Grwpc BmleGeek,Ml Grwp;: Hallandaleeezch,FL GrwpS: SanMmnio,TX Oenver3 OinroqNC CoIA-B lanras[x,Tr CoICO Sum[e55C Cornelius,OR LivingsronCounty,NY We¢Hdlywood,CA �oral,FL Mission,Tr WichiG,KS Grwpz: Oubuque,lA Grwpq: Ontario,CA Oenverp Edinburg,TX Oen�-z Pasm,WA ElPaso,TX RanchoCordova,CA Gothenburg,NE RockHiII,SC ��45Pm-3�45Pm ChiefElectedandAppointedOfficialsDialogue Denvery6 ��45Pm-3�45Pm Worlcshop:MeasuringyourCommunity's Denver3-4 Civic Capital Iarry Schooler,Senior Fellou;Natiorm!CiNc League Pac[icipan[swill leam how m use[he Na[ional Civic League's Civic Indez m measure theic mmmunit}�a civic capital-the 6cmal and inCocmal relationahipa,netwocksand capaci[ies[ha[enable mmmuni[ies m soWe problemsand[hcive. 53opm-6gopm PreAwardsReceptionQi9hthorsd'oeuvres) DenvereaIlroom 6gopm-S:oopm AwardsCeremony Coloradoeallroom Opming Remarks:MayorSherman Lea ofRoanokG PA S:oopm-q:gopm AwardsCelebration Denvereallroom �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue Thanlc You! National Council ofAdvisors Leon Andrews,Dice¢o5 Race,Equityand Leadecship,Natioeul League of Cities Mary Bunting,Gty Manage5 Gty of Hamproq V ginia Kara Carlisle,Vice President of Programs,McKnight Foundztion Marcia Conn�,Eeecutive Dice¢o5 National Fomm foc 81ad<PublicAdministcarocs Zach Dyer,Deputy Direaoq Womesrer Public Health Department ChPis Gares,Senioc Advisog ecidge Alliance;Ele¢ed Fe➢ow,NAPA Cashauna Hill,Executive Direaoq Grearer New Orlezns Fair Housing Aaion Cenrer Mike Huggins,former City Manageq Fzu Claire&member of Clear Vision Fzu Claire ewrd of Direcrors CurtisJohnson,Eeecutive Dice¢o5 Citismpe Hon.Liane Levetzn,former DeKalb Cowty CEOand Georgia Stare Legislaror 'Ihndai Murasi,Immediare Past PcesidenS TmstA&ig Inreceutional Res�mh Fe➢ow,Kettecing Foundztion Charles Ozalci,Gty and County Managec,Gtyand County of ecoomfield,CO Joiri Pani➢q focmec City Maeuge5 Dubliq CA Sarah Rubin,Public Engagement Program Direaoq Instimre for Lorzl Government of California Daniel Sehugurmsky,Pmfesso5 School of PublicAffaics,ASU and Dice¢o5 ParticiparoryCoveceun�Initiative Sean Smooy Pcincipal ConsulmnS mst Cenmry Policing LLC Mayor Michael�I.bbs,City of Srodaoq California Anrone➢a Valmorbida,Secretzry General,ALDA-The European Asmciation for Lorzl Democrary Michael Wmger,Senior Consultant on Race Relations and the Truth,Racial Healing and Transformation enrerprise for the W K Ke➢ogg Foundztion Dn Lyle Wray,Eeecutive Dice¢o5 Capiml Region Council of Covecnments,Raicing NCL 8oacd Membec Hon.Gil Ziff�,Commissione5 GtyofTa➢ahassee,Flocidz NCL Board OFFICERS:8oard Chair:Ualerie Lemmie,Direcror of Explorarory Research,Ke[rering Foundztioq 8oard Vice Chaie Mayoc Patti Caccett, City of De�mS CA; eoacd Tc�mcee H�thec Johnsroq Focmec City Maeuge5 CityofBurnsvi➢e,MN;8oacdSeaemcy Angela Romans,Pcovidence,RI;Pcesidene DougLinkhacS P�esidenq National Civic L�gue MEMBERS:Jess�8cowo-Linroq Tecee Caldwell Johnsoq Mayoc Mary Casi➢as Salas;James CIoaS Hoa 8ad Cole;Lee Feldmaq Alu Hannah;Alicia laa;Mayoc Shecman Lea;Hoa Ron Lovecidge;Mauceen McDoeuld; TecryMingec;Decel<Olmbo(Fcmc Chaic);TonyPey[oq Hoa David Sandec(Fcmc Chaic);Anthony Sanfiagq AndyTaf�HoaAngelTavecas;Wendy W➢is. Volunteers Thanl<you ro the rolwreers fiom the Denver region and those who naveled&om across the mwny ro assist mduding: Doug Cmk, Rid< Memieg the delegations fiom the A➢-Amecica Gties of Sommecvi➢e, MA and Smdcmq CA. Major Funders Special thank you ro Kaiser Permanenre—National Health Parmeq and Southwest Aidines-The Official Aidine of the A➢-Ameci�GtyAwacds. Parmers Ameci�n Sociay foc Public Adminisnatioq Cad and Gly Pfoczheimec Foundztioq Covecnment Feunce Officecs'Asmciatioq Inreceutional City/County Maeugement Asmciatioq Kettecing Foundztioq National A�demy of Public Administatioq Natioeul Coalition foc Dialogue and Delibecatioq Natioeul League of Cities;Natioeul Fomm foc elad<PublicAdminisnarocs; Unired Way Woddwide. Staff A special thank you ro the smff of the National Civic L�gue. �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue Rehearsal Schedule Presentation Schedule A!!rehearsals wi!!takeplace in the Colorado Ha!lroom A!lpresenmtions wi!!takeplace in the Colorado Ha!lroom Friday,June zi, zoiq Saturday,June zz, zoiq 9:ooam-9:mam Juryln[roduc[ions 8:ooam-8:zoam BattleCreek,Michigan 9=�Sam-935am BattleCreek,Michigan 8:z5am-8q5am Climm�,NocthCarolina 9-0�am-m:ooam Climm�,NocthCarolina m:o5am-m:z5am ComeliuGOregon 8:5oam-9:mam ComeliuG Oregon 9=�Sam-935am Doml,Flocida Brealc 9:qoam-m:ooam Dubuque,Iowa m:5oam-�cmam Doml,Flocida m:o5am-m�5am EdinbucgTexaa �cgam-ug5am Dubuque,Iowa mgoam-m:5oam ElPaaqTexaa ��:qoam-�z:oopm EdinbucgTezaa m:55am-�vsam Go[henbucg Nebmska Lunch u:zoam-u:qoam HallandaleBeach,Flocida ��-05am-�z:o5pm Lancas[eSTeaas �3�Pm-¢5opm ElPasqTexis �=55Pm-z�5pm Go[henbucgNebmska �z:mpm-�zgopm LivingsmnCounty, z:zopm-z:qopm HallandaleBeach,Flocida NewYork Brealc ��35Pm-��SSPm MissioqTexas coopm-czopm OntaciqCaliComia 3��Pm-3:zopm LancaateSTexaa 3��SPm-3�45Pm LivingsmnCounty,NewYork �=�SPm-�-0SPm PascqWashingmn 3_SoPm-q�opm Mission,Teaas c5opm-z:mpm RanchoCocdova,CaliComia 4�SPm-435Pm OntaciqCali6mia �=�SPm-�35Pm Rock Hill,Sou[h Carolina z:qopm-3:oopm SanMmniqTexaa Suuday�]uue2j� 2olJ 3�SPm-3=�SPm Sum[e5 Sou[h Carolina 9:ooam-9:zoam Paam,Waahingmn 33�Pm-3=5�Pm WeatHollywood,CaliComia 9=�Sam-9�45am RanchoCocdova,Cali6mia 3=55Pm-q�5pm Wichita,Kansaa 9=5�am-m:�oam RockHill,SouthCarolina Brealc mgoam-m:5oam SanAmm�iqTexaa m:55am-�cgam Sum[e55ou[hCarolina u:zoam-u:qoam WeatHollywood,Cali6mia ��45am-�zn5pm Wichita,Kanaaa �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue � � � . � � � � . . . - . - . - . . - . . . - - June 21-23 2019 in Denver Colorado `edf" "'°`ed` , , Na��o�a«��«ea9�eo,g ��e�� n �'r ti� v 70thMniversaryEvent CreatingHealthyCommunities EngagementCompetition The2019AL6AmerlaCltyAwardsand 600dheaL[hfor[heentlremmmunity Eachyear,mmmunitlesfromaLLover mnferencewlLNncWdeaon�day reqWresequltyandsoclaLand [hemun[ryappLytobuomeanALb mnferencefeamringworkshopson uonomlcweL6being.Addressing AmerlaOty,OnceaLLedthe"NobeL heaL[hequlty,foLLowedbyNeawards heaLNdlsparltlesandensuringa Prizeformns[mc[Necltlzenshlp"— mmpetltlonandannNersary [hrNingenvlronmen[foraLLreqWres hasbeenawardedtomorethan500 ceLebatlon. workfromdNersesecrorsand mmmunitlesnatlorrvolde s[akehoLders. Keynote Speakers � ' I I � = - � , .� � , , , - . �� I '� ■3I� . HonorableHenryCisneros LaluneMonfgomery AliciaLara DavitlMafhews PrinclpaLof5lebertClsnems CEO,Presldent, SenlorVlcePresldent, Presldent,CEO, Shank&Co.,LLC W K.KeLLogg Foundatlon Impact United Way WorLdwlde, Kettetlng Foundatlon, and past board chalr and board member and pas[board member Visitwww.NationalCivicLeague.org � NetlooelCivicleegue Thank you to Kaiser Permanente, 1 „ " ' National Health Partnec °�°""8'��`�� t��e„�,�,� ��n� KAISER PERMANENTE� All -America CityAward A Program of Naflonal Civic League � Since 1949,the Natlonal Gvic League has recognized and celebrated the best in ��'�� American dvic innovatlon with the prestlgious All-America Gty Award.George ��.�� Gallup,Sr.,the renowned public opinion pollster and president ot the Natlonal � � � � � � Munidpal League Board described the award as"...a Nobel prize tor constructive dtizenship.,, • The Award,bestowed yearly on 10 communitles(more than 520 in all)recognizes the work ot communitles in using inclusive dvic engagement to address critical issues and create stronger connections among residents,businesses and nonprofitand govemment leaders Some communitles have won as many as six times! The All-America Gty Award shines a spotlight on the incredible work taking place in communitles across the country.The Award is open to all American communitles,from major dtles,countles and regions to tribes,neighborhoods,towns and villages.By celebrating the best in local innovatlon,civic engagementand crosssector collaboratlon,theAll-America Gty Awards rentind us ot the potentlal within every community to tackle tough issues and create real change. Winning the All-America Gty Award reinvigorates a community's sense ot civic pride Winners and finalisis also experience heightened natlonal attentlon—boosting recruitment ot industry,jobs, and investment In applying, communitles reflect on their strengths,challenges and their progress -presenting a unique opportunity to evaluate the community and toster new partnerships. All-America Gtles teach and inspire others throughout the natlon that are struggling with sixnilar issues how to meet their challenges in innovative and collaborative ways. �li �,, �_ 1 -�� ,a.:. � � AI�ErICc, �� ':� �� , �_ - �-� y ar (�1 nme � �. , : �, - �;`� . �- �.�."' ]l'I I' , • � . • � • 1 1 � . . � aoi9 All-America City Finalist Program Summaries Battle Creek, Michigan studentwellnessteams participate in monthly fitness,mental health and nutrition challenges. Over the last few years,Battle Creek has Students self-reported a 15% increase in developed a community vision, bom from recent, activity after school and a 15% increase in the ongoing projects for positive change. BCVision consumption of fruits and vegetables. is a collaborative initiative that has served as the convener to bring together cross-sector Teachers'perceptions have improved with 72.6% relationships in Battle Creek since 2015.With feeling positive about morning movement, brain a focus on equitable praRices,BCVision's goal breaks,and indoor recesses,and 89]% reporting istocreateathrivingcommunitywherethere thatstudentsaremorefocusedaftermovement. isequitableopportunityforallcommunity OperationFitMileageClubconcluded2018with membero to have the income,education and 20 participating schools with a total of 6,341 resources they need to be successful.This students and a combined total of 28,023.77 miles work is completed through many committees or 4.42 miles per student. and partner workgroups coming together to tackle some of the most difficult barriers to thecommunityintheareasofjobs,talent, and �risislnterventionTeam culture of vital ity. Law enforcement are typically the firot on the scene of a mental health crisis. Battle Operetion Fit: Improving Health and Creek Police Department(BCPD) and Summit Wellness in Schools Pointe recognized that it is necessaryto provide law enforcementwith toolsto better OperationFitisahealthycommunityinitiative addressthesesituations. of Bronson Battle Creek,the Battle Creek Community Foundation,Regional Health The BCPD and Summit Pointe collaborated Alliance, andtheBattleCreekFamilyVMCA.The toformalizeandimplementtheCrisis goal of Operation Fit is to decrease childhood Intervention Team (CIT)—a community obesity in Calhoun County. partnerohip of law enforcement, mental health and addiRion professionals, local The key priorities of Operation Fit include: hospital professionals,the prosecutor's office, • Increasephysicalactivity andcommunitymemberswholivewithmental • Improve nutrition and lunch environment illness and/or addiction disorders,their families, • Cultivate focused support systems and advocates.The program encourages that appropriate treatment be sought rather than A key focus has been actively improving placing individuals in the criminal justice system nutrition and lunch environments in schools by due to illness related behaviors. collaborating with school administration,staff, and community health partners.Bronson Battle During ClTtraining,officers learned the common Creek has partnered over the past four years signs of inental illness,recognized when those to help schools provide educational cooking signs represent a crisis,and learned how to safely demonstrationswithsampletastingsand de-escalateindividualsexperiencingbehavioral providetake-home ingredients. Lastyear alone, health crises by utilizing community resources Bronson Battle Creek completed 20 cooking and diversion strategies. demonstrations.So far,2,967 students, families, and friends have attended. As bcal law enforcement and first responders participated, it became apparentthat behavioral Additionally, school staff and studentwellness health staff needed to develop an understanding teams have been created. School staff and of the role of the law enforcement community. �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue � , � . . . • . . . . . � � . � . . . • . . . . � Law enforcement provided training to front-line • Engage community partners in addressing behavioral health workers on law enforcement behavioral health issues; culture. Behavioralstaffhadride-alongshifts • Learnwhattypesoftroublingbehaviorsare with officers and officero had home visits with being experienced and what protocols are in case managers. place for addressing these behaviors;and • Create a cross-systems protocol that results in The CIT program has had these outcomes: pathways for families and children to receive • 366 CIT interventions; services. • 60ofthoseindividualscouldhavebeen arrested—yetallbut6wereabletobe TheSchoolBehavioralHealthCollaborative divertedtobcalmentalhealthservices; wascreatedasamulti-sectorcollaborativethat • 161individualswerevoluntarilytransported utilizestrauma-informedpracticestosupportthe to the hospital for a mental health evaluation; social and emotional well-being of children in and Battle Creek,with the ultimate goal of ensuring • 39 incidents were resoNed on scene. that all kids are able to learn. School Behavioral Health Collaboretive A shared vision has been created to ensure that all BCPS children are socially and emotionally In 2017 a study brought to light many concerns supported and ready to learn. In support withtheschoolsinBattleCreek.Additionally, ofthisvision, fourareasofworkhavebeen several behavioral crisis events occurred atthe developed: Peer Review, Child Fusion,Chronic district, making it dear that the school district Absenteeism, and School Climate.Additionally, needed to engage the community. a "ParentAcademy" has been established to encourage family participation; local nonprofits The Battle Creek Public School DistriR, Battle are providing support beyond the school day; Creek Community Foundation,BC Vision,and and a partnership between the school district Regional Health Alliance responded to these and the BCPD now notifiesthe school of any concerns by convening over a dozen community children who may need additional support based partnerswith the following goals in mind: on circumstances that led to contact with police officers. �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue Clinton, North Carolina to improve relationswith residents.These partnerships and events have improved the Since the economic downturn in 2008,the City of quality of life of all residents and have improved Clinton has gathered resident input and engaged the relationships between the police and the community collaborations to establish a vision community. Since 2011 when the police adopted and goals for future growth and development. more of a community policing philosophy,the When developing its comprehensive plan,the crime rates in the neighborhoods surrounding City of Clinton took care in creating multiple Newkirk Park have dropped 56%. opportunities for public participation at each stage. Public input meetings, online surveys,and Healthy Beginnings-Kerr School Garden and outreach activities during commun ity events were usedtoseekinputfromresidentsandthebusiness Recycling community.The city continues its strong tradition Many students in Clinton reside in areas of citizen engagement by hosting yearly district designated as "food deserts"where there is meetings and having 13 advisory boards and four limited access to food based on multiple factors, Clinton Main Street Program committees.City induding proximity to grocery stores and the departments also organize and participate in availability of transportation.Realizing this community eventsthroughoutthe year with the difficulty, a group of businesses, government goal of building positive interactions and listening offices,schools,and civic organizations came to input from a diverse citizenry. together to establish a vegetable garden at LC. Kerr Elementary School(LCK). Healthy Neighborhoods-Newkirk Park and ClintonPoliceDepartment Thegoalofthegardenprojectwastocreate an opportunity to reduce ch ildhood obesity In the early 2000s,crime in the neighborhoods and increase daity consumption of vegetables. surrounding the James L. Newkirk Parkwas Creation and maintenance ofthe garden has been escalating,and the park became the hub of a community-wide effort. Local master gardeners criminal activity.Citizens didn't feel safe leaving designed the garden beds,students helped their homes or using the neighborhood park.At with construction, local businesses donated the thesametime,therelationshipbetweenresidents supplies,andvolunteerscontinuouslysupply and law enforcementwas strained. seedlings and offer their assistance with planting, maintenance and harvesting. Local resident Nettie Pernell and neighbors formedtheNewkirkParkAdvisoryCommittee Studentsareeducatedonplanting,watering, (NPAq and wentto work taking backtheir weeding,fertilizing,good and bad bugs,and to neighborhood.Forming a partnerohip with respect the process of each task.The garden has the city, bcal businesses,and the police,the offered teaching opportunities across several park committee set a goal to raise money,get areas of the curriculum: Math, Science,Arts and a walking trail established,purchase new park Language, and Reading.Additionally,the Child equipment and rid the area of high crime rates. Nutrition Department has induded healthy eating In lanuary 2012,the Newkirk Park Walking Trail classes that explore topics such as portion control, was completed,and the police department began food safety, drink choices, and how to read to implement more of a community policing nutrition labels. philosophy. Harvested vegetables are used in the classroom Next,the park committee worked with partnero to be dissected,tasted,smelled,and observed. to bring various celebrations and events to the The food that is not used is donated to the park. Eventually, Newkirk Parkwas rededicated soup kitchen and other bcal ministries, helping inMayof2016,andrevitalizationoftheparkhas increasethecommunitysvegetableconsumption. assisted in driving out drug and criminal activity. Since its inception,the LCK garden has served approximately 600 students each year. The Clinton Police Department recognizesthat hosting community events is not enough and has established several community partnerships �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue Healthy Environmerrt- Smithfield Foods& legal requirement for this improvement, but Community Partnerships Smithfield believed it was the right thing to do to Smithfield Foods is a 15 billion-dollar global food �ontribute to the quality of life of its neighbors. company, as well as the City of Clinton's biggest qdditionally, Smithfield has embarked on 300 taxpayer and largest employer. It is a challenge �ommunity outreach projects, invested thousands to operate a pork processing facility within of dollars into the community, helped to teach city limits,yet Smithfield undertakes proactive important environmental lessons, and brought partnerships with the community to ensure they are good corporate neighbors and lessen the fun and excitement to citizens during special company's environmental footprint. events each year. Smithfield's Community Advisory Panel (CAP) is one of the ways Smithfield gives members COYiI@IIUS, OR of the community an opportunity to express qfter experiencing drastic demographic their thoughts and concerns with regard to the �hanges—going from a 70%white and 30% industry. Smithfield visits with neighbors of the Latino/Hispanic population to a 42%white and industry, including a local Mexican restaurant, 52.5% Latino/Hispanic population—Cornelius an elementary school, a funeral home, and a began actively engaging its Latino community. In hardware store. 2012,the city began a partnership with Centro The desire to be a good community partner led Cultural to jointly co-host Spanish-speaking Smithfield to embark on a costly venture to help Town Halls with a translator for English speakers. ensure that environmental operations at the Speakers at the 21 Spanish-speaking Town facility do not negatively impact its neighbors. Halls have included community partners and During an overhaul and rehabilitation of agencies and guests from the U.S. Immigration Smithfield's four-million-gallon, above-ground Department and ICE,who answered questions wastewater tank,the Smithfield management about current laws and issues of interest to team worked to fund the placement of a Latino community members.The city also geodesic dome covering the huge wastewater provides all printed and online publications in tank at the Clinton facility.There was no Spanish and English.Additionally,the city is in regular communication and has partnerships � � � � � � � , , - -x.� �_. = .J TT � T � � �' ��- ::; � a c " � �1 , ,:; �� , iY .k r �i I � `�' rs�GI�_. � �a �,�,� 4zr,�� , _ r � . i(: t +�' � `� 4 � . -• � . : E � g 1 a :.:h 'rs5� `� _s� . s+' �# � n. �� ya � � � �.„ ��, _�,, t .� _, ,3 ,. � . ,s _ .� � . , � � - �� , _ ��, � �� - � p � �,� ,• • =_.j _ , ... -. . �� .e�, j. � _"y . P s .'�za"' � � - ��l��IWI�i(�l � z � � ^`�'� �reonsFamll Tow c r � � -1II I I� �atio�alcivicleague.org OO zoiq Natio�al Civic League � National Civic League Membership wemia�� Joln a broad networkof govemment, civic and buslness leaders bullding stronger, more engaged communities �. � T1i . . � . 1 , i e V ' . � � NationalCivicLeagveMembexsxecamengag�e�t Ha��o�aicrK ��g�< �mb<rsnip adbok�4xategicplaz¢J�gsupport�afcur�alw3h GowmmemMembersM1lps cuHrt�g�dgexeseareliad4miesNrtmcrazb�.M�basalso �eue9i�rvm...m,n ressto a databaze NFxomid�gFxaNres�the elia��to tmeQwlthNerouvh�Jsmo4effeRimbcalNadayada �"1i"'�'b"^` GeecwwuNtymgag�ev¢ cc�uultatic�GcmLeaguestaffto �'e`�""°°'��""�"°°"'" hApsuppertlocalmgag�mt � NonpmlkMemMnM1lpa M�basMphApssuppratleagueeffm�sb demlcp�ideMi[y a�d reNMazeimcratlresAutlonstotoughFxobl�e. InEwEual MamtarsM1ips� ..mp�wuul to be��e a membn viut ww�r.natiovl�ividea�e.oeg/membmltip✓ - � - � �� S MART '��-�� ■s��1�1��.��yl NATIONALLYDISTINGUISHED.LOCALLYPOWERED. ■11'1�A11�1w��',p41p��u ��I�I�f�R�� . , • �� . - . - ��; . ;� 1 ►, IlQ/:_� �� , ,� �� ,.__.,N.,,ri,*i�,;�"'>��`;.,;��. �� _ ��■ -�'JL -� :. ' ��''� ,a�-� Trr ^I��'.:�-� ¢ _ �� - � _ :: ' � `� 'I II•- �F°E �� .�- �;I�� '�.� _ I' ~- ��' ��^� �� av _ �� r ��_ �_- - �� :�'' I�'� ,I - - �- --- ; �;: . .i � �`'�� - " } " ,� ` �"`"-`��,� �� _ �� ; �- � �. �� _�:�, � -.�� iii';> >�~;�i�> > 1 r r f�,,,',: .. The SolSmart program,funded by the U.S.Department of Energy,provides national recognition and no-cost technical assistance to help local governments reduce barriers to solar energy growth. By encouraging solar energy development at the local level,SolSmart helps local governments bring new businesses to your community,promote economic growth,and foster the creation of new jobs. SOLSMART BY THE NUMBERS 69M people in participating communities. 319 communities receiving Technical Assistance from teams led by The Solar Foundation. 250 COITllT1UI11tIeS designated their local solar achievements by the teams led by ICMA with the support of the National Civic League,Home Innovation Research Labs,and Cadmus Group. � All-America CityAwardees have achieved SMART Designation NATIONALLYOISIINGUISHE�.LOCALLYPOWERm. We COI1gPatUlate the following communities for being at the forefront of civic and solar innovation,achieving both SolSmart designation and All-America City status: Alexandda,VA Chaelottesville,VA Gladstone,MO Lawell,MA Plano,TX Ames,IA Chattanooga,TN Hartford,CT Madlson,WI Provldence,RI Ashevllle,NC Chels�a,MA Hlghland Park,IL Maricopa Couniy,AZ Pu�blo,CQ Atlanta,GA Chlcago,IL Huntington,NY Marin Coun�r,CA Rlchmond,VA Aurora,CO Cleveland,OH Independence,MQ Miami B�ach,FL Roanoke,VA Austin,TX DeKalb Coun�,GA Indlanapolls,IN Mlaml-Dade Coun�,R Rochester,MN Bellevue,WA Delray Beach,R Kansas Cliy,MO Minneapolis,MN San Antonio,TX Boston,MA Duluth,MN Lakewood,CQ Qakland,CA Santa Ras�,CA Brookfleld,IL Eau Clalre,WI Lincoln,NE Oklahoma Ciiy,OK Savannah,GA Brownsville,TX EI Paso,TX Longmont,CQ P�rk Forest,IL Somervllle,MA Cedar Raplds,IA Fremont,CA I.ouisville,KY Phlladelphla,PA IS YOUR COMMUNITY READY TO BE RECOGNIZED AS A SOLAR CHAMPION? Apply now at SolSmart.org. solsmart@icma.org @GoSolSmart #BeSolSmart with thevarious Latino organizations in the Reforming the Police Department for a county,with a strong bond of communication Better Place to Live,Work &Play! and engagementwith the bcal St.Alexander's In 2012, a City of Cornelius police officer delivered Catholic Church (parishioners are mostly Latino/ a letter to the city manager,expressing his and Hispanic).ThecityregularlyencouragesLatino/ othersdispleasurewiththepolicechief.Athird- Hispanic participation on boards and commissions Party agency consulted with the community and by promoting opportunities directly through interviewed approximately 50 people both within Latinoorganizationsandpartnersinthe andoutsidethedepartment.Theinvestigation community. found that the Latino community was generally frightened of the police department and that Finding Downtown and Creating a significant management deficiencies and Meaningful Core inequitable processes existed. The City of Cornelius' downtown has long been The police chiefwas placed on administrative underdeveloped and unfinished.With the help of a grant,the city was able to undertake a leave and an interim police chief began taking significantcommunity-wideoutreacheffortto stridestoimprovethedepartmentfromwithin. establish a Downtown Plan. The new chief also worked with community organ izations to improve relations with residents. The advance work and outreach for the Despite some success,he ultimately retired,citing Downtown Plan involved the entire community. an irreparable toxic environment. Nearly 500 surveys were returned to the city. In addition,multiple poster boards at high foot- After this latest development,the city began traffic locations netted nearly 1,300 unique negotiationswith the Washington County Sheriff responses. Bi-lingual teams at tweNe large to provide contracted police services to the city. communityeventssolicitedresponses, opinions Thecityheldthreepublicmeetingstohear and ideas.This process reached hundreds of what people had to say;community members individuals and households through a Vision provided input and comment, including leaders Ideation Session,online survey, community of the Latino community. In addition, a Spanish- conversations,stakeholder interviews, and speaking Town Hall was held jointlywith Centro intercept surveys at bcal events.Additionally, Cultural and attracted over 100 members ofthe the city's new Vouth Advisory Council (VAq held Latino community.Washington County Sheriff Pat a special nighttime meeting to provide valuable 6arrett attended and spoke entirely in Spanish input for the projeR. to those present.Those in attendance voted unanimously to support having the Washington Residentswereaskedwhattheywantedintheir CountySheriff'sOfficecontractforpoliceservices. new downtown urban core,how it should look, and what can be done to encourage more private In 2014 a three-year contract was approved investment and employment growth in the unanimously and was e�ctended by five-years in core. Key findings included the following ideas: z017.The Latino community is fully supportive build on existing assets, diversify amenities and of the change and believesthatthe new police services, improvetraffic congestion and safety, department has had their best interests at heart. add community spaces and events,and enhance livability for all residents. The New Cornelius Library:A Literacy Center for the Entire Community The plan is still being implemented, but so far, In 2004,the need for a cultural center and library the community has been able to undertake Nras identified by the Main Street District Plan.A projects to reduce traffic congestion and bond, induding the library and community center, improvewalkability.Additionally,thecityhas failedbutresultedinacommitteeofdedicated formed a stronger Chamber of Commerce with a volunteero that keptthe library and community neighboring city and reestablished the Economic �enter vision alive. In 2010,a private donor Development Commission(EDq to be more funded a library feasibility studythat induded reflective ofthe citys diverse community and �ommunity meetings and a public forum with businesses. attendees sharing what features they wanted in � . the projeR. II �a[io�alciviclezgueoeg � �Ozo�qNa[io�alCivicLezgue With public support behind them,the library committeebeganseekingapartnertooccupy �� be.�Ltttlful S21f� floorsabovethelibrarytomaketheproject �' phamDafl't]e ril d 1 S Ce1L'L both financially feasible and to better utilize ��i �� • Iimiteddowntownspace.Theyeventuallyfound Vjtta��2t12 ��LI a partner in a nonprofit, low-income housing � -�� R 7e C��j ' V developer interested in providing senior housing ��"�i With a new partner to split the expenses with, i�� . ,; in ��;_ The Cornelius Place mixed-use projectwas {' 7.� undeP' approvedunanimouslybythecitycouncil. � 1a1,JU�lOU�S' o k ThecommunityofCorneliushasproudlyraised _ � $52 mi Ilion to-date,with more than 200 individuals and 44 businesses contributing. � , '"le Oregon Foundations, public funding,and the city , .� �� coveredtheremainingshortfall. :��.. _ 1 The newly constructed building,Cornelius Place - nowhousesalibraryandlearningcenteronthe III�f' '°'y I �1�'� first floor and affordable senior housin on the ''��; � 9 � '��rc�� `�. second and third floors.The new library is ideally -- � bcated in the town center,on a bus line and . � ''�.'`'��k withinwalkingdistanceofalmostallresidents. � .��:� To increase indusiveness and equity,the library . recruits bilingual and Latino volunteers and staff. � , ill ' I � � Doral, FL Step Challenge-The Step Up App can be The vision of making Doral the premier place to downloaded on any phone for free and live,work, learn,and playwas held by community automatically tracksthe participanYs steps.To leaders,elected officials, business owners and keep participants motivated, bcal restaurants residents even before Doral became a city in 2003. offer discounts to participants and incentives for Today, Doralmovestowardsthatvisionwiththe certainmilestones. help of 12 Advisory Boards.These boards are madeupofresidentswhovolunteertheirtime FreeProgramming-Participantsareoffered tomeetregularlyatpublicmeetingstodiscuss freefitnessdasses, seminars,healthscreenings, pertinent topics and explorewaysthe community �ooking dasses,and several other programs. can improve. Residents are also engaged through Programs are offered for free and are held at the meeting series, "Mayor on the Move" where different parks throughoutthe city to ensure that Mayor Bermudez,along with city directors,visits the programs are accessible to every resident. Homeowner's Associations to talk about loca I issuesandanswerquestions. CityEmployeeWellnessChallenge-City employees take part in a 10-week Wellness Step Up Vour Health, Doral! Challengewhere they are encouraged to participate in employee-only fitness dasses and "Step Up Vour Health,Doral!" was created as part compete in bi-weekly weigh-ins. of the Mayor's Wellness In itiative to encourage thecommunitytogethealthiertogether. HealthChampions(residentleaders) and advisory boards have given input on how to The program hasthree parts: promote "Step Up Vour Health,Doral!" to the community. Promotional tables and materials �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue i7 a interviews, and numerous presentations.This � multi-year process revealed that the community's parks and recreation needs were extensive and would require building new parks, recreational centers,trails and more. After considering the information gathered � �' during the Parks System Master Plan Update, � � � � _ �a� ' population growth estimates, and additional ' '"� feedback from the community,the city council � +� ' ' �' � �Q I , �' decided to proceed with a $150-million bond I y�. i ,,,,w� ui�',_�Y... �� ,,��a �� referendum. ��,r,.,� ?�'- i A Bond Committee was created to help educate I �',"' « �. the community on the bond, and staff hosted _ i � �.:.r„ eight community workshops throughout the city to discuss what the bond is,why iYs needed,the cost, project details, and timeline. Educational � � � � materials also went out via social media and direct mail.A website was also created where residents could calculate the impad on their ' ' ' � household, learn about the bond projects, � . � � � • provide feedback, register to vote, and review the ballot language.The website was linked with Google Translate to translate text to over 100 languages. Doral residents voted yes to enhancing their quality of life and expanding opportunities for are being placed in front of community centers, improving health. It is anticipated that the city in community gyms and playgrounds, and in will issue the bond for the first phase of the neighborhood associations' monthly newsletters. funds as early as 2019,with project construction City staff have put tables outside of Publix to talk to begin shortly after. to shoppers about a healthier shopping list and healthy recipes before they go into the store. Traffic Relief Efforts in Doral There is also the Mayor's Wellness Council that is comprised of people within the community that As Doral has grown, so has the need for the city promote and drive the health initiative. Members and its partners to alleviate traffic congestion. include restaurants, businesses, health providers and schools.This council helps provide incentives, Doral, along with its regional transportation programming, and promotion of the initiative. partners, has invested in numerous transportation projects including: Doral Parks for Tomorrow Bond Referendum Completion of the NW 25 Street Viaduct-The Due to rapid population growth,the City • viaduct is an elevated bridge that facilitates of Doral needed to update its Park System cargo traffic. Master Plan to stay aware of newly developing • Development of an Urban Core-Mixed use recreational needs. developments minimize the dependency on automobiles. Parks System Master Plan used 11 different • Operation of the Doral Trolley-The trolley is analysis and engagement techniques to identify a free-of-charge local circulator that runs to high-priority needs of Doral residents.This major destinations. process induded a total of 6 public workshops, • Construdion of a Single Span Bicyde/ a community survey, focus groups,stakeholder Pedestrian Bridge-The bridge will provide � � —�I I I I� �atio�alcivicleague.org OO zoiq Natio�al Civic League , . , � �$� ' � '� � � for the importance of following the rules and � '�� ~ � laws-"WeDon'tDOThisHere/NOHacemosEso '"n� � Aqui.,, �i� �.�Y �' r✓ �� ' ��., � . •..� � u,,�,.`1..� a��, Dubuque, IA "�� `f �,-'� Dubuque strives to be a resilient, equitable � �� , � community of choice. It does so by induding � ! L. ' , residents,private,non profit,and public �; Yyy��.}�#� � , � seRors in the creation and initiation of their � . ��- � � I� comprehensive plan,Imagme Dubuque.The + .a'°' - plan was developed via input collected at ++�- ' �,��' community events and during small focus groups. {i<, '�'�( * Extensive collaboration and engagement also � �.g�' vr� �� a�� went into the development of SusYair�able ��p�.,M�, � "�„.� .� h ��. Dubuque, a model of economic prosperity, -�;��r _�y�. � environmental integrity,and social/cultural y,, nLL�MERICnCITY �f' vibrancy which provides residents and businesses �"ihe with information and action stepsto save money � � �: and resources, improvethe environment and ��j ` ; economy,and improve their health. � ��.,._ ' '?s '�� :� Health Care of All Dubuque has been adding health services for �� `� its population to address needs identified in the Community Health Needs Assessment. The CHNA was updated through a public a connection along the Turnpike Trail over engagement process led by a steering committee Doral Boulevard. of stakeholders. • Construction of Bike hails-The city has constructed 17.81 miles of bicyde lanes. Current and planned service enhancements • EnhancementofFme6eeandBicyde indude: Sharing Programs-Freebee is a shared short • Expansion of Crescent CommuniTy Health distance, on-demand,free of charge, electric CenteYs Location-The expansion will facilitate transportation system.A bicyde sharing the care of an estimated 20% more patients program pilot was started in 2018 to provide and provide mental health and substance analternativemodeoftravel. abuseservicesthroughcollaborationwith community partners. Doralalwayslookstoresidentswhenmaking • EstablishmentofThePatienVFamily plans.Through feedback received from surveys Adviwry Council-Through this council and e-mails, existing Doral Trolley routes were of patients,the Crescent Board,and the evaluated to consider the community's current surrounding community, patients can provide andfutureneeds.Asaresult,theDoralTrolley inputdireRlytotheboardaboutsocial servicewasexpandedtoFloridalnternational determinantsofhealthandhealthcareneeds. University(FIU) andtotheDolphinPark-and- • PacificlslanderHealthProject-Acommunity- Ride,near the Dolphin Mall. based committee developed an engagement strategy to improve the accessibi lity to health In addition to infrastructure and projeR care by the Marshallese and Pacific Islander investments,thecityalsorecognizesthe population. importance of citizen engagement and • Brain Health Tak Force-A stakeholder group responsibility.As a result,the city launched a was formed to provide education to providers bilingual campaign aimed at raising awareness and to increase community awareness of �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue brainhealth.Additionally,thegroupis everyparticipatinghouseholdmeetswitha working to establish an access center in Visiting NursesAssociation home advocate.The Dubuque for individualswith urgent mental advocates identify barriero the participants are health needs. facing and connect them to bcal resourcesto • MobileCrisisUnit-Dubuquepolicerequested helpthemovercomethosechallenges. assistance with responding to mental health crisis incidents.A stakeholder group Dubuque Eats Well developed a mobile crisis unitwhich provides a much better resolution for individuals in Today, Dubuque is ranked last in the nation mental health crisis, as well as officers. in terms of fruit and vegetable consumption. • Inmate Wraparound Program-The program Obesity has been identified as a top community identified issues impacting jail inmates health concern, and in 2006,Dubuque residents with acute brain health behaviors such as identified Healthy Local Foods as one oftweNe inmatesstayinginjailtoolong,jeopardizing SustainableDubuqueprinciplesduringa Medicaid status, and inmates released into communityvisioning process. the community without support. To combat these trends,and to develop a Bee Branch Creek Watershed Restoretion & �ollective impact model to increase healthy food Activation access,the Dubuque Eats Well(DEN� coalition was formed and has since implemented several In 2003,a 16-member Bee Branch Citizen healthy food initiatives, induding: Advisory Committee was formed to determine • Double Up Food Bucks-provides a means to safely channel water out of Supplemental Nutrition Assistance Program flood prone neighborhoodswhich had been (SNAP) users with a dollar-for-dollar consistently damaged during several floods over match for purchasing bcal fresh fruits and the course of a decade.After committee,public, and neighborhood meetings,the committee's recommendation to create an open channel and restore the Bee Branch Creek was adopted. ' The Lower Bee Branch Creek was completed 1IIII i in 2011 and the Upper Bee Branch Creek was finished in 2017.The creek stretchesthrough two _ � neighborhoods,where most residents are low � to moderate income.The restored creek serves as a linear park with a multi-use trail, scenic � F , overlooks,play areas,a community orchard ' � '� and garden. Most importantly, in 2017,4.9" -- rain fell in less than 24 hours and thanks to the --- Y� ' a' completed Bee Branch Creek,property damage ��-� � �'��`�� ._, �w`��' - was largely avoided. However,many residents are still living with - _ --� residual health and safety issues from water - —� � intrusion. In2016,theCityofDubuquewas "'"f—�—y�� awarded a grant for the Bee Branch Healthy �� . HomesResiliencyProgram.Theprogramis �'� available to both property owners and tenants �-_ who are low-to moderate-income.A variety �� of repairs and renovations are being made to � decrease health and safety issues and make homes more resilientto future flooding. In addition to improving physical environments, • •� �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue vegetablesatthemarketfrombcalfarmers. Run.Theeventhasbecomeatraditionforbcals, • Dubuque Rescue Mission CommuniTy Garden- and a destination for worldwide runners.The city provides produce for the kitchen of a men's keeps entry fees low, and hundreds of volunteers homeless shelter in downtown. from the community assist with the race. • Dubuque CommuniTy Garden Collaboration- a partnerohip of community gardeners who The city also invited the Capable Kids Foundation share resources and worktogether to expand (CKF)tojoin the 10K CKF is an organization opportunitiesto grow food in Dubuque. that provides social and recreational events for • Convivium Urban Farmstead-transformed a children of all ageswith disabilities and their derelict greenhouse into an urban farm and families. Now,participants with special needs beganreachingouttoneighborotoplant takethetrackforthe "MiradeMile" beforethe smallraisedbedsintheiryardstoprovide race. accessible produce. • School Based Food Pantries-provide fully The city also invited CKF soccer athletes to play functioning pantries to local schoolsthat adaptive sports at the Edinburg Health and distribute fresh produce,dairy, meats,grains Wellness Center at no charge,after learning and dry products. that CFKwas struggling to find an adaptive • Mealsfor5ummerReading &Recmation sportsvenue.Additionally,theCapableKidsPark Programs-Boys&6irls Club partnered with Committee is now working to build Edinburg's United Wayto serve over 17,000 meals during first ultraaccessible/indusive park. summer programs. • MulticulturalFamilyCenter(MFC)-hosts Additionalhealthinitiativesindude: individualsfromaroundtheworldwhoshare • PARDNutritionandAthleticPrograms-Vouth experiencesandcooktogether. MFCalso participateinleaguesportsandareserved serves as a food pantry. healthy foods. • Recmation Programs-Residents participate in karate,water aerobics, Zumba and more. • Parksandhails-ThecityhasiSparksandis Et�1nbulg, TX conneRing its trails to neighboring cities. • UT Health Rio Grande Valley-has established From 2016 to 2017, Edinburg was one ofTexas' eight low-cost specialty clinics,so familieswill top 10 fastest-growing cities,with a 59% not have to travel for treatment. population increase from 2000-2010 and an • DHR Edinburg CISD School-Based Health 86% increase from 2000 to 2018.To address Center-provides students,teachers,and their theinherentchallengesofrapidpopulation familieswithaccesstoprimaryhealthservices. growth both collaboratively and equitably, the city has developed a shared vision and Finding Flood Relief: Rising to the Challenge downtown development plan using resident input from communityworkshops and surveys. Edinburg has seen an almost 60% population Thevisionanddevelopmentplanarecarried increaseinthelastl0years.Thisgrowth out by 19 resident-led advisory boards and has placed a burden on the citys drainage resident-led festival committees.Additionally,to system which was built in the 1940s for a once accommodate its diverse citizenry,the city offers agricultural landscape and can no longer sustain all print communications in multiple languages the growing pains of a now urbanized area. and responds to all inquiries in the language in whichtheyweresubmitted. Floodingcommonlyoccursinlower-incomeareas, affecting fam ilies who at times don't have a A Healthy Community within Everyone's �hoice butto wait outthe storm and hopethe Reach: Energizing Edinburg Together water doesn't cause damage.Residents in these flood-prone neighborhoods began to voice their To combat high obesity rates,the City of concerns, leading to an independent research Edinburg's Parks and Recreation Department studywhich found that the system was not made (PARD)collaborated with resident and for a city that had experienced such a growth competitive runner,David Chavana,to create spurt. thRe RAl�l-1Amer ica City David Chavana 10K and Fun II�a[io�alciviclezgueoeg � �Ozo�qNa[io�alCivicLezgue City leaders gave residents a chance to voice their the costume contest, laser light show, alien concerns,opinions, and complaints by proposing autopsy classified area, and tin foil hattent. a bond election.The city held four public town • Fridafest celebrates the art of Mexican artist hall meetings in different parts of Edinburg to Frida Kahlo. engage the public about the drainage solutions • South Texa International Film Festival being proposed. includes film screenings,workshops,panel discussions, and networking opportunities. One of the propositions voted on would create • luneteenth celebrates the end of slavery in fourdetentionpondsthatwoulddivertwater 1865. during major rain events into holding ponds • Filipino Festival commemorates Philippine's to alleviatethe strain on the regional drainage Independence Day. system. In 2018, residents voted "yes" on a$20 • Revealing India and Diwali:Festival of Lights million drainage improvement bond package. bring Indian traditions and culture to the predominantly Hispanic population. The 10 funded drainage projects launched almost immediately and in December 2018,the city All festivals are overseen bythe Cultural Activities broke ground on the first projeR.The drainage Board and supported by the Edinburg Arts projects will benefit 55,235 residents,most of Foundation(EAF), a nonprofit that supports all them in lowto moderate income areas. city-initiated cultural arts events. DEADinburg Comes to Life E� P350, TX Despite a growth spurt in 2004,residents were IeavingEdinburgtofulfillrecreationalneeds Withacommunitythatismorethan80% Latino, elsewhere. EI Paso places particular emphasis on multilingual outreach and diversity, induding representative The city approached the community through boards and commissions and special effortsto various workshops, surveys and public forums reach youth and low-income communities.The to develop the 2010 Downtown Master Plan. In city has sponsored numerous strategic planning responsetothe plan,the City Council appointed effortsto create a resiliency plaq health sevenEdinburgresidentstotheCulturalActivities objectives,andagencyperformancegoals,with Board.This diverse board includes professors, broad public input derived from focus groups, teachers,artists and business owners and technology platforms,and advisory committees. oversees all city-initiated cultural activities. Social media and web-based programs likethe weekly Your City in 5 and Council euzz help The library, under the direction of the Cultural residents and other community stakeholders ActivitiesBoard, begantohostamonthly keeptrackofcityactivitiesandopportunitiesfor artwalk that soon developed into a highly input. anticipated event. Monthly festivities continued growing and soon morphed into the following Workforce Wellness festivals: • Dia de los Muertos showcases Day of the Because over 69% of inetro EI Paso's residents are Dead traditions. dassified as obese or overweight,the city decided • HispanicEngineering5cience&Technology thatoneareaoffocuswouldbetoimprovethe CommuniTy Day is celebrated with live music health of the 6,000 individualswho work for the and science-based aRivities. city itself. Beginning in 2012,the citys Workplace • Festival of International Books&Art Wellness program has used biometric screenings, CommuniTy Day hosts local authors,artists health risk assessments and cash incentivesto and school organizations. promote better health through exercise,weight • 'Out of this World'UFO Festival and loss,and other healthy behaviors. Conference attendees celebrate and enjoy �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue The city'swellness program indudes gym together to situationsthat might be deescalated reimbursements as well as provision of gyms to reduce arrests and create better long-term inelevencitybuildingsthroughoutthecity. solutions.ThisCrisislnterventionResponseTeam The city also has three wellness dinicsthat are program has fielded more than 7,400 calls since its open to both employees and their dependents, inception several years ago. along with a 24-hour online Teladoc service, in whichemployeescanconsultwithphysicianson BuildingHealthyCommunities medical issues and prescriptions via phone,video ormobileapps. lnaddition,thecitysponsors Improvingthebuiltenvironmentwasahigh training classes on physical, mental, emotional, priority for the 30,000 EI Pasoanswho gave input and financial well-being. for the citys comprehensive plan and the 70,000 residents who took part in the Resi liency Plan. In In 2015,the City of EI Paso began a program order to improve health and the citys quality of called Shape It Up, in which financial incentives life, residents pushed for the expansion of"safe, of between$50-$150 per month were offered walkable, active environments," increased open toemployeesbasedontheresultsofregular spaceandaccesstorecreationalamenities,and biometric screenings and physical fitnesstests.The better access to medical care. incentives were offered to both uniformed and nonuniformedemployeesandhaveledtogreat Asaresult,thecityhasbuiltafriendlierwalking results in terms of weight loss and overall physical environment with wider sidewalks, better timing fitness. oftraffic signals,and protected walking areas. In addition,the city has expanded transit along Policy and Partnerships that Offer Access to several corridors and created more bike lanes and Healthcare for AI I trails,with plans to expand bike corridors seven- fold over the ne#several years.The city also built Health disparities in EI Paso stem partly from its new trails through natural areas and improved lower-than-average income levels,with a per access to existing trails. capita income that is only 65% of the national average and 32% of its children living below the In responseto resident requests for parks and federal poverty level. Major problems indude recreation improvements, EI Paso has built new diabetes,hypertension,obesity,and heart disease. parks and recreation centers,with many induding water features, a new 92-acre regional park, The City of EI Paso and its health department and enhancementsto itstree-lined streets and aretaking a coordinated,collaborative approach outdoor plazas. In response to the call for better to community health and focusing many of its access to medical services,the city isworking efforts on prevention. One priority,for example, with the University Medical Center and its ischildhoodimmunization, inwhichthecityis clinicstocoordinatewithcommunitypartnersin working with 109 participating providers and ensuring that everyone getsthe carrinduding 60 community partners, induding the schools, preventative services—they need. housing authorities and homeless shelters.By working with these community providers,the city is able to assure that services are delivered in culturally-appropriate and effectiveways.The city GOtflenbulg, NE is also involved in numerous collaborationswith local universities to research health issues and In 6othenburg, leaders, institutions,and residents developtrackingmechanisms. workhand-irnhandthroughacollaborative process that places the needs of the community Many city agencies are invoNed in EI Paso's first.This approach to community engagement communityhealthprograms, includingthefire iswell-knownwithinthecommunityasdoing department—which has a partnerohip with the things "The 6othenburg Way." "The 6othenburg health department to provide health screenings Way" entails bringing everybody to the table. and vaccinations using EMS attendants at fire Due to feedbackthat it would be easier for more stations—and the police department,which pairo residents to attend meetings ifthey were earlier officers with mental health workers who respond in the evening,the 6othenburg City Council �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue recentlychangeditsbi-monthtycouncilmeetings � from 7 p.m.to 530 p.m. In addition,meetingsto garner public input on important topics such as the construction of a community center or the AIFMerie� �ia advancement of early childhood education are Nq1CN�lld.aVICIFi+f',UE held at times and locations available to people with a variety of different backgrounds, including 1 / the senior center over the lunch houc The result of doing things "The 6othenburg Way" is an established civic infrastruRure that lends itself p to the continued econom ic prosperity of the community. A PROUD PARTNERSHIP Gothenburg VMCA FOR 70 YEARS AND COUNTING In 2013,the local hospital,6othenburg Health, began considering a large expansion and facilitated community focus groups to better I � I understand the needs of the community. Ten community focus groups identified an overwhelming need for expanded wellness and recreation opportunities. IllIN01S MUNICIPAI �EAGUE A financial feasibility study then concluded ■ ■ - ■ _ that a stand-alone recreation center would cost between $S million and $12 million, while building alongside the ongoing hospital expansion would allow the recreation center to be built for only$5 million.The community and resources,and as of December 2018, over quicklycametogethertoraisemoneyfor 1,700individualshavebecomeVMCAmembers. the construction;$33 million was raised by individuals and bcal businesseswhilethe Gothenburg Food Access Initiative remaining $1.8 million came from successful grant There are numerous programs in 6othenburg requests. that aim to improve the quality of life for After fundraising goalswere met,a partnership residents who may need an e�ctra helping hand. 6othenburg's Food Access Initiative is made up of with the VMCA of the Prairiewas formed to four programs: include6othenburgintotheirassociation.This . Gothenburg5haresprogram-provides partnership helped ensurethatthe project recipientswith holiday meals induding a was far more than just a new building, as the turkey or ham and canned or fresh fruits and VMCAhastheresourcestoholisticallyaddress vegetables.Theprogramisacooperative community needs. effort between the bcal Rotary Club,school district, law enforcement agencies, and bcal The facility opened in April of 2018 and includes newspaper. Most recently,the program a lap pool,a gymnasium,walking track,and delivered food boxes to 70 deserving fitnessroom.Thebuildingalsocontainsspace recipients. fortheeducationofhealthierlifestyles,dietary . Gothenburg5eniorCenter-servesanaverage consultation, and programming for all ages. of 2,200 meals per month. On any given day, The facility has also helped bridge social gaps there are at least 11 volunteers donating their by providing opportunities for all,regardless of timeto provide individuals over the age of income level,through member scholarships.The 60with a hot meal for a suggested donation VMCAprovided $30,OOOofscholarshipfunding of$S, butnobodyisturnedawayregardless to help families and children afford the programs oftheir ability to pay.For thosewith mobility �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue issues, meals are packed into coolers and providers,as well as school administration and delivered to the recipienYs front door.Si�cteen staff,occupational therapists, and community differentcivicorganizationsvolunteerand supportworkers.Thepurposeofthesemeetings rotate the responsibility of delivering these is to improve early childhood in 6othenburg in a meals. coordinated manner between public and private • Gothenburg Lunch Buddies program-allows interests. community members to anonymously donate money to pay outstanding balances on students' lunch bills sothat no student goes Hallandale Beach, FL hungry. Hallandale Beach knows that to move forward • BackPack Program-provides deserving together,a solid foundation and shared vision is students, identified bythe school,with a necessary.The One Hallandale initiative will unite backpack at the end of every week. Each all of Hallandale Beach by creating a communal backpackcontainstwofulllunchordinner journeythatintentionallyembracesdiversity meals, onefullbreakfastmeal,voucherofor whileseekingtounderotandandovercomea perishable items such as eggs or milk, and historical divide.The initiative strivesto create snacks. an open and safe round table for discussion that creates an environment to better understand Gothenburg Earty Childhood Learning unique differences, cultural diversity, and unifying Coalition commonality.The deeper and long-lasting 13% of6othenburgstudentsdidnotattenda effectofthiscommunaljourneyistocreatea preschool, and those children scored an average frameworkwhere residents of Hallandale Beach of 16% below their peers on basic assessments. �an work together to achieve agreed-upon goals. In addition to participating in the One Hallandale Acollectivemadeupofschoolstaff, localmothers, initiative, residentsvoicetheiropinionsduring and community prwiders wanted to addressthese �ity commission meetingsto resolve all issues in a challenges and made callsto state and federal respectable manner. programs and foundations and visited communities that had emphasized an early childhood investment. OB lohnson Park The collective eventually held a community meeting to raise awareness about the need for increased In 1945,during his time as a volunteer accesstoeartychildhoodeducation. ltwasatthis recreationalleaderforthecity,OresteBJohnson meetingthatthe6othenburgEarlyChildhood noticedthatHallandale'sblackchildren,thesons Learning Coalition (6ECLq was formed. and daughters of poor crop workers,had taken up their sports games on the nearby train track Soon after the meeting, a new resident found an and in tomato patches. Johnson implored the affordable space and started Learning Adventures �ity to build a park,and eventually, OB Johnson Child Care Center,with 14 kids and three Park became the largest park in the city.Decades teachers.This center now serves 60 children in the later,the park was in disrepair and was being community. underutilized. Despitethisadditionalprivateprovider,many Duringaseriesofcommunitygathering, studentswerestillnotattendingpreschool, neighborswereaskedwhytheydon'tgotothe due to costs.As a result,the 6othenburg Public facility or take advantage of its programs.Staff Schools began a half-day preschool. Priority was listened to concerns and ultimately worked with giventochildrenfrombackgroundsthattypically residentstoestablishaparkadvancementplan limit accessto preschool.Today,the Swede that incorporates the concerns and suggestions of Academy offered through 6othenburg Public residents. It was decided that the best course of Schools serves 16 children and has been expanded action would be to improve the park and re-open to a ful I day preschool. it in conjunction with the Austin Hepburn Center, wh ich provides human services throughout the city. The 6EQC Advisory Committee meets every two months and consists of nearly all local �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue The park reopened on September 17,2016, The new, state-of-the-art fire station and becoming the fifth park completed in the City- emergency operations center indudes a Wide Parks Master Plan.The redesigned park 25,000 square foot,two-story complexwith and newly constructed facility includes a 42,000 four apparatus bays and living quarters for up square foot intergenerational center with a new to 16 firefighters. Going green was a strong computer lab,fitness gym,the Nelson Butch consideration, so the new structure has a reduced Brown Gymnasium, and the Austin Hepburn carbon foot print, in addition to offering greater Center. operating efficiency and reduced operating costs. OB lohnson Park also offers a Teen Zone program The department also providesthe community where teens leam healthy eating habits, are with relevant and engaging programs that taughtproperfitnesstechniques,andmaintain promotesafetyandcommunityinvolvementand the community i garden. provides citizens with publications regarding disaster preparedness, hurricane survival, fire More than a Fire Station prevention, injury prevention and firot-aid.CPR, AED and First-Aid dasses are also offered on the Afteryears of responding to fire and medical first Saturday of each month.Additionally, if a emergencies out of an outdated fire station, it home lacks a smoke detector,or if a resident became dear that there was a need for a better, is unable to install one,a member of the Fire more modern facility. In response to resident Prevention Staff will come and install one upon concernsthatresponsetimesweretooslow, it request. was decided that Fire Station 7 would be moved from the southeast side of Hallandale Beach Lastly,the Community Mentorship Scholarship to the northeastwhere most emergency calls Program provides financial assistance and one- originate. on-one mentorship to individuals from the community who are interested in pursuing a career in Fire and Emergency Medical Services. N � - �• � �� Safe Routes to Schools f�� , Unintentionalpedestrianinjuriesarethefifth- - . .-� � T f leading cause of injury-related deaths for children � ��' _ ages 5 to 19.The City of Hallandale Beach in — , �� collaborationwiththeHealthyCommunityZones, � " -'� �� a TOUCH initiative, Broward County School " Id.. ' -' Board,and Hallandale Magnet High School have � � �� 'i� teamed upto provide Safe Routesto School � , w LOCO E (SRTS) for Hallandale Magnet students. Q�SY�BOYT : �� _,_. �oweroxr Efforts got underway with a series ofworkshops .,i a�1�, �� '�Y'`� °O to discuss the development and implementation of a Safe Routes to School (SRTS)program r�� j (.j �' � �� r�--� . grantTheworkshopsgeneratedideasand `.� f ' potential strategiesthat could be implemented �a R as part of the SRTS plan. Residents and parents � �� _.�� were introduced to the plan and ultimately �-+�pq�, - n�i.tf� S s,� votedunanimouslytoendorsethe5RT5grant ��_..cg��, . . . .._ . , aPPlication. WERECRAZVABOIfrTHEALLAMERICAQTVAWAR�S! Du�inganeventatHallandaleMagnetHigh � "q"�'q"' School, students and school staffwere also La!!�!!��Ni 'I��C educated about the projeR and given an opportunity to provide feedback.To further engage residents, attendees of back to school � � �I II I� �a[io�alciviclezgue.oeg �O zo�q Na[io�al Civic Lezgue council's strategic planning process through an ' • � • • online survey circulated via a dedicated website, • � • • app,social media, and additional publications. The Comprehensive Plan was also updated in 2016 using public input gathered through a phone KERSHAWCOUNTY survey, acommunitycharrette, andseveralpublic meetings.The city's Civic Leadership Academy S 0 U T H C A R 0 L I N A educates citizens about city government and gives them a clear path for future appointment 2018ALL-AMERICACITY onboardsandcommissions.Additionally, on- site neighborhood block parties and bilingual 2018JUNIORLEADERSHIPAWARD communicationsareusedtoreachresidentswho have historically been left out of the decision- 2018 SOCIAL MEDIA AWARD making process. 1 , ExpandingOpportunitiesforPlay As a city that struggles with obesity and h igh rates of congestive heart failure,opportunities for recreation are vita I. The City of Lancaster actively partners with the Lancaster Independent School DistriR(LISD), � www,rcEasxnwsc.oa� which has built and/or reconstructed three schools to ensure that a playground that serves the schools as wel I as the greater community is built.The city and the LISD share maintenance programs were given free school supplies along responsibilities of the playgrounds, particularly withresourcefulinformationthateducated duringthesummermonths,sothatchildren students and parents on taking safer routes to have a place to go when school is not in session. school. Bike lights and reflectors were given out in Additionally, a new middle school is being addition to transit maps and safety information to builtthat will incorporate not only a new and encourage more active modes of transportation. improved outdoor space,but also an eutension of the trails system and another playground. To implement immediate change,the police department is diligently enforcing speed limits A Kaboom grant recently rebuilt an aging, during school hours,which has reduced the wooden playground thatwas a strain on the amount of reckless driver incidents.Additionally, Parks DepartmenYs operations and maintenance extra crossing-guards have been placed at major budget.Residents,city staff, LISD staff,the intersections within school districts. �outh Advisory Council,Cedar Valley College, Homeowner'sAssociations,and eight Public Movingforward,thecityhopestoaddbikelanes, ImprovementDistrictscametogethertobuild sidewalks, and shared bike and car lanes along a new park- Kid's Square Park.The students at routesfrequentedbystudents. bothlocalelementaryschoolswithintwomilesof the park designed the new playground.After the park was designed,city staffworked to demolish and dear the site. In one day,community LanCaSte■, TX volunteers and stakeholdero constructed the new playground area,additional park amenities,and The City of Lancaster uses civic engagement, rehabilitated an existing restroom facility. inclusive leadership opportunities,and robust communicationstoensurethatallresidentsand Intotal,therewere286volunteerothatinduded stakeholders are engaged and take pride in the LVlstate Insurance's employee volunteers,citizens, city. Each year,residents are engaged in the city and children.This new community asset is being �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue highly utilized in an area that previously had heart disease.All employees were offered CPR limited park access. education through the Lancaster Fire Department, and citizens were also able to participate. Community Challenge Through these efforts,the citywas recognized To address health disparities revealed in a as a fit friendlyworkplace and was a gold Best Southwest Partnerohip study,the City of recipient oftheAmerican HeartAssociation. Staff Lancaster is participating in the k's Time Texas continuesto promote and support underutilized CommunityChallenge.The challenge is an free bcal health resources and programming. S-week competition that unites and mobilizes, schools, businesses,organizations,community members, and mayors toward the common goal oftransformingacommunityshealth. LIVIngStOnCOunty, NY The Mayor's Health and Fitness Council was Livingston County, New Vork is in the Finger Lakes also formed and indudes key partners such region of New Vork State.The rural nature of as LISD, Parks and Recreation staff, Lancaster Livingston County creates a barrier to the access Police Department staff, Lancaster Fire and of inedical care by many residents,making a Medical staff, Lancaster Library staff, Lancaster strong civic infrastructure even more necessary. Community Relations staff,Cedar Valley College, Livingston Countys shared vision and culture of Anytime Fitness,Crescent Medical Center,and collaboration are evident in the Thrive LivlNgston other corporate partners.The council has initiated Initiative and the 6enesee Valley Health several health programs, including: Partnership.The Thrive Initiativewas developed • Couch to Sk run/walk: Included participation by community stakeholders and is led by a byallaspectsofthecommunityandoffered steeringcommitteethatfocusesoncommunity a $1,200 grand prize for school-health needs,such as affordable housing,job creation, initiatives. publictransportation, education, and community • CommuniTyhealthfair: Hostedbythecity, revitalization. Engagementwithvarioussectorsof churches, and the bcal community college. the community also routinely occuro through the • Baketball gamechallenge: Induded pep 6enesee Valley Health Partnership(6VHP),a non- rallies atthe local high school. profit,rural health network comprised of more • Smoke free ciTy-wide ordinance:Allows than forty organizations based in, or providing citizens to have a healthier environment when services to, Livingston County.Residents are also patronizing bcal businesses. engaged through the Be Well initiativewhich • StorkSNest:Aprogramwhichencourages goesdirectlytothoseindividualsmostaffected low-income mothero to seek pre-natal care. by obesity rates to involve them in any health • ConvoyofHope:Aneventwhichinduded initiativesbeingplanned. health and dental screenings, patient education,a mobile asthma dinic,aswell as Be WeII LivlNgston STD screenings and prevention. The mission of Be Well LivlNgston is to support Expanding Workplace Wellness sustainable healthy lifestyle choiceswithin communitiesthrough policy, system,and Anonymous biometric data revealed that environmental changes. Lancaster's city employees were at r isk for increased heart disease and obesity-related The Be Well Committee of the 6enesee Valley complications. Health Partnership identified Nunda as a high- need area after statistics revealed that 37% of The city partnered with Methodist Health System's Keshequa School District students in Nunda are Live Bright Program to provide wellness coaches, overweight or obese and one in every six Nunda healthy meal plans,health training, and exercise residents is living in poverty. advice.There were prizes and drawings offered throughoutthe year for participation, and The committee mobilized Nunda residents employees received incentives to get screened for and stakeholders in a comprehensive needs high blood pressure,cholesterol, diabetes,and assessment to address these public health �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue Additional priorities identified by residents— community outreach programs,healthier grocery store options,opportunities for physical aRivity, " and methodsto address drug usrare induded in the long-term strategic plan for the 6reater � �- � ��-� NundaArea. ;�.. —� � c ` .. ' ConnectLivlNgston � � � As a rural community, proper transportation � �-"- � ' is necessaryto improve quality of life, ensure � -`�� economic vitality,and support resident health. - � � Connect LivlNgston is a plan that was developed �,� �K�'�i ��.. � � i � by examining issues, opportunities, and � \ �., � connections for walking,biking, car,public � _:J;s� :`y"��,�� i(��,; � transit,air,water,and rail transportation atthe ^z� �'{ y , a county level.The plan ties the transportation system into continuing local,county,and regional � � � � � planning efforts.The plan fosters partnerships and connections between government,private, • � - • � non-profit,and educational agencies.The plan received national recognition by the Federal �,�,.,�a HighwayAdministration (FHWA) andtheFederal TransitAdministration (FTA) in the agencies' KeepupthegOOdwOrk! �III� 2015TransportationPlanningExcellenceAwards io�b.io» (TPEA). Implementation of Connect LivlNgston strategies concerns.The committee collected data and began soon after the plan was adopted, starting demographics, identified existing health with the establishment of the Livingston County resources, and determined gaps in services.The Transportation Council whose mission isto help needs assessment included focus groups,surveys, guide implementation efforts at the county SchoolHealthlndexassessment,andtheCHAN6E Ievel.TheTransportationAdvisoryCouncilhas assessment. an annual work program that focuses on using the strategies identified in the plan to improve The committee hosted meetings directly in connectivity and efficiency in the transportation Nunda to allow for wider participation.This network for the safety,health, and benefit of enabledthosemostaffectedbyobesitytobe countyresidents. actively involved in the process.The Be Well Steering Committeewas also established and is One recent and notable achievement isthe comprised of Nunda residents. development of a mobility management website which provides a dearinghouse oftransportation So far, policy adoptions and system-wide changes options for all residents and visitors.The trip have occurred.Flexible schedules now allow planning website provides information to the school-districtemployeestotaketimetoseek publicregardingalltransportationresourcesand medicalcare, andasmallpracticewithinwalking choicesthatarecurrentlyavailabletocounty distance now provides medical care to employees residents,with a specific emphasis on older during their lunch hour.Additional activities have adults, peoplewith disabilities,and individuals induded a Boy Scout-led colon cancer screening with lower incomes in need of specialized initiative, a Holiday Walk & Hike, and the transportation services. establishment of a historical walking trail. �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue Empower LivlNgston When inmates are released from jail,they � are faced with the challenges of finding and , .yrAiV�f,y . `il b Y maintaining employment and obtaining health {` � � �� careservices, insurance,transportation, and � ,. � ':�� Ii � � � ��Y� + ^."��` housing.While the Livingston County Jail offers i �� ,� J - j,: � programsto work with inmates on these issues ' �,�a. � when they are in custody,there is no single . , 7 : � agency or group of agencies designated to provide"pre" and "post" release interventions. � - • • .... � f 4 ' The Departments of Health, Mental Health, Workforce Development,and Human Services � � � agencies are aligned with the resources and � knowledgetomeettheinmate'sneeds"pre" rJI��JiSi�jJs� J� :l � and "post" release. Fortunately, funding throughCatholicCharitieshasallowedforthe lI�L ��J��I I -��/�_j��f�� strengthening ofthisinfrastruRure. f�'T l r�� :J j:J� The "empowerment" processbeginswhen an Las Vegas individual is booked.A full-time transitional � counselor identifies needs and tailors a plan for each inmate.A full-time nursing staff �,,,Q,�,�b� member and forensictherapist perform medical 1 I I I I� assessments and medication reviews.A health navigator assists the inmate with obtain ing health insurance, post-release.Additionally, 2018 substance abuse counselors are available,and a Workforce Development team helps individuals explore career options. regarding indusivity in decision-making.Some of the ways in which residents get involved in Other successful work is being accomplished �ommunity affairs include an annual Wellness withinthecommunitytoreducetheinmate Ridecyclingevent, stockingthecitysfood population and to provide public safety and pantry,and Mission Pawsible,a foster care social support. Substance abuse and behavioral program that helps rescue animals and host specialists are working with road patrol to assist them for adoption. with drug overdoses or mental hygiene concerns. Having supportive and knowledgeable staff at the incident has proven a successful strategy for Health Through Tennis intentional drug overdoses.That,together with With more than 25% of the citys population the Livingston County Suicide Task Force, has living in poverty, many residents have expressed resulted in a significantly reduced number of �oncernstothe city about obesity, particularly suicides and unexpected hospitalizations. among Latino and low-income residents. In discussions about the topic,the community decided to focus solutions regarding increasing exercise on building a tennis program. Mission, TX The city contaRed the United States Tennis A town at the southern tip of Texas, Mission has Federation,which helped secure a$500,000 a little over 83,000 residents, SS% of which are grant from a bcal foundation,which was Latino.Thetownprioritizescivicengagement, latersupplementedbyahalf-milliondollar partlythroughtheestablishmentofanAll �ontributionfromTexasParksandWildlifeand InclusiveCommittee,whichoverseescityefforts anotherhalf-milliondollarsfromthecity.The �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue complex is currently under construction and will 30years.When the pantry needed a new home, be completed within a few months. the city and community found a new, larger location.When residents identified other needs Mission community members and businesses have beyond food,the pantry transitioned to a multi- been quite involved with thetennis program, service provider,renaming itselfthe Mission Food indudinghelpingtocreateatennisequipment andServiceCenter. area where residents can borrow gear for free. Mission has also begun to partner with a The new center provides not only food and other nonprofitorganizationthathelpsprovidetennis dailysuppliesfortheneedy,butalsoservices, like tournaments for blind children and adults. In help with utility bills,veterans services,and other 2015,the city hosted its first national blind tennis activities.Along with the move and expanded tournament where athletes from both Mexico bcation,the service center extended its houro to and the USA participated.The city is anxious to be open five days/week. host larger tournaments for the blind community once the new tennis complex is complete. The Food and Service Center has also been of good use during specific times of need, like Mission Economic Empowerment Project during the federal government shutdown,when many families of federal employees were able To foster economic development,the city has to take advantage of the center's services.One engaged in several projects to help entrepreneurs of the new features of the center is a "Blessing and small business. One isthe Ruby Red Venture Box," a container accessible from the outside in competitive grant program,which is a $100,000 which people can leave donation items any time awards program that gives grants and technical of day.The Blessing Box has been so successful assistancetoentrepreneurothroughacompetitive thatiYsbeingreplicatedinotherpartsofthecity. application process each year and has been very successful at helping businesses get started. A second program to promote economic development is Code the Town,a tra ining � '' program created to teach computer programming � � ' skillstobusinessstartups. Manybcalresidents, ��- �� ` - entrepreneurs,and small businesspeople have now gone through the program,which is helping them to market themselves in the high � � technology seRoc � A third program is Career Readiness and Empowerment of Women (CREN�, a •.— multidisciplinary internship program started in p 2017 to help young women enter theworkforce, pest wishes and particularly in high technology and STEAM- based careers.Fifteen young women from a local good luck to all our high school and STEAM academy were signed up for the first class based on their academic ppC finalists! achievement and other qualities.Their internships indude segments for career lab,mentorohip, � social innovation,and coding. Mission Services for All Project With so many people living in poverty,the C i f y o f community has engaged in a number of services to help those in need.One of those is the Mission L i tt I e Ro c k Food Pantry,which has been in operation for over �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue Ontario, CA . - - The city of Ontario hasjust over 170,000 residents about 72% ofwhom are Hispanic or Latino.With � many documented health dispanties,the city c... �. i '� hasworkedforyearotoimprovethehealthof �'�'i�°' I� � =�rtz� � � '- � �}�i� ��.� all residents, launching Healthy Ontario in 2006 ,p. �,,, ,y,. . r ' and many subsequent initiatives. Healthy Ontario 7� ,�3.'� ' .*��` hasconductedmanyroundsofcommunityinput ,,, �` ��} �,� over theyears, induding the use of a "network ��c -q'r:' �� e��s ��' weaver," anindividualcontractedthroughSocial + � '�;� r .� � ImpactArtiststoregularlyinteractwithresidents x '^� � 'S � ��. �'� and other stakeholders.Also induded are monthly ,� i - ' S communitymeetingstogatherinputonhealth �� _ . _ - related matters and "health hubs"where people �� can go to share ideas and needs. Healthy Ontario �yELCOME TO DENVER has leveraged over $35 million in funding to support its initiatives. BEST WISHES & GOOD LUCK TO THE safe and complete nleighborhoods(suilding qLL-AMERICA CITY FINALISTS Equity, Opportunity and Leadership in the HEAL Zone Neighborhood) HealthyOntarioidentifiedtheHEAL(healthy "� DENVER eating, aRing and living)neighborhood in 2011 as one of the lowest-income and neediest r TNE MILE MI6M CITY neighborhoods in Ontario, securing Kaiser Permanente funding over the years to help implement a resident-based effort.One of the sources of input during the planning process was called Photovoice, an opportunity for residents Prevention &Wellness; Healthcare Access to research and discuss potentially hidden and &Utilization (BUILDing a strong, healthy & underlying issues in the neighborhood. ��brant community) The HEAL Zone neighborhood has an obesity/ One of the results of this effort was the creation overweight rate of over 67%,and most residents, of Health Hubs, placeswhere residents naturally who on average earn less than $19,999/yr,do not congregate and where people and providero can have a primary care providec The area's physical informally discuss issues facing the neighborhood, environment contributes to health problems by including through community forums.Also being automobile-oriented,with a great deal of formed was a Neighborhood LeadershipAcademy fast food providers. and other training programs designed to help residents develop problem-solving skills and Through a program called Build Health Challenge, conduct their own needs assessments. Ontario has broughttogether residents to help address the social determinants of health in Other programs conducted in the HEAL Zone the area,partly bytraining area residents as neighborhood include:a "promotores" worker Clinical Community Health Workers who collect initiativethattrainedbcalresidentstoserve neighborhooddatathatthenbecomespartofan as community health outreach workers;Zumba overall health dashboard created in conjunction dasses; a community garden with over 60 plots with a bcal lab.These workers also provide and a community market;and healthy meals for educational services,training,and usagetracking students provided through the health hubs and services for residents in the area. library. Results of these efforts indude the creation of five health hubs,training of 24 residents in �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue paraprofessional jobs,free biometric screenings with counseling,tutoring, and other services. to over 600 residents, and the creation of a With support from United Way, local businesses, "medical home,"the Ontario Health Center,for communityvolunteers,and Americorps,curricula over a third ofthe participants. In addition,there about the importance of academic performance has been a 21% improvement in BMI and an and the potential for college attendance is being average individual weight loss of eleven pounds. delivered at most grade levels,with a plan to eventually reach all grade levels. Promise Scholars&Community Wide Educational Attainment Early results from the program are positive,with 60 students accessing tuition funds through the Low educational attainment is a major problem program. In addition,the number of students in the central core neighborhoods of Ontario, in completing a college preparatory dass rose from part duetothe area's high poverty ratr86% of 19%to 48%,the number completing financial aid the kids receive free or reduced cost meals—and applications increased from 32%to 57%,and the because over 90% of the kids come from families number in at least one high school enrolling in in which neither parent has graduated from college rose from 47%to 57%. college. The Promise Scholars program offers free or discounted access to area colleges for a II 22,000 students in Ontario's focus neighborhoods,along s il .' R � � i '' �j J v ��: �' , � �� 7�"� ONTA�RIRO �) ��1� �� : �1 �� KEA�, � :� _ �. L�.{, � P R O U D zPRFE� , � � .��i� Y �,,� ��i� L _�� ,� � �� — to be an — , � , � �: � _ � �,� � � � �_. �� ,.�t '��`�,� ir(A�ist. ,,�� : �� „�� \�. �� s�.�� { � � 3rnmarea6autOntaria's ! �„�� . ��>� �" r,� ` . „�. i'.,`\ nity L'rfe 8 Culture Agency 6y i i ��. , � visitinq www.ontarioca.gov. � � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue P35CO3 WA Many of the New Horizons 270+students have encountered life events that make the traditional At 75,000 residents,Pasco is a fast-growing and high school model challenging.Staff is intentional increasinglydiversecommunitythatemphasizes abouthowitcanremovebarriersforstudents, outreach and indusiveness.The city council induding childcare,food,and health education. involves residents in their annual priorities process and adopted an "Inclusivity Resolution" in early The 6raduation Reality and Dual-Roles Skills 2018.The city and school district use a variety of (6RAD)Program provides students,with children social media and televised outreach mechanisms ranging from four-weeks to kindergarten, to reach residents,with many provided access to childcare provided bytrained staff. bilingually.As a way to improve representation The childcare program promotes consistency on the city council,the city recently won a battle and peace of mind for students concerning the with the state that created council districts,rather safety and health of their children.Additionally, than all members being elected at-large. students in the Pasco School District boundaries can access a school bus with car seats installed to Hot Spotters Program help with transportation. In recent years people with mental illness The school added to these services the Phoenix have had an increasing number of encounters Food Pantry which offers food and supplies to with law enforcement, including two officer- students.The items are provided from individuals involved shootings.With steady increases in the and organizations throughoutthe community, population with mental illnesses, and particularly such as local churches and schools. Second thosewhoarehomeless,theavailabilityof Harvest,whosemissionisfightinghungerand services is not able to keep up with demand. feeding hope,also began contributing to the food pantry and greatly increased the amount of To avoid future conflicts and provide more food provided to students.Tri-Cities Diaper Bank appropriatetreatmentofpeoplewithmental isalsoapartnerofthefoodbankandprovides illness, Pasco'spolicedepartmentcreateda diaperstoneedyfamilies. collaboration called Hot Spotters, in which the city workswith nonprofit agencies,courts, New Horizons is now co-located on the campus families and other stakeholderoto identify high- of Columbia Basin College, providing the ability risk individuals and create plans for each that to integrate high school students into the college offer services and prepare law enforcement to setting. The schools have found that the need handle contacts appropriately. for food and other supplies follows students from high school to college and have partnered to help Anyone can suggest an individual as a Hot Spottero these students continue to get necessary supplies. participantviatheConsistentCarewebsite. This confidential form has been advertised and allows family,friends,fire, law enforcement,or medical T�'�'��ties Community Health's "LeYs Prevent personneltosubmitnamesforevaluation.Ofthe Diabetes/PrevengamoslasDiabetes" first 25 people identified for the program,police In 2016,data from the Centers for Disease Control contacts during a two-year period resulted in an indicated that Latinos in Franklin County, in which arrest rate of 18%. Pasco is the biggest city, have twice the rate of diabetes as non-Latino residents.This spurred The Hot Spotters program has also induded the Tri-Cities Community Health (TCCH)to adopt a use of inental health professionals in patrols goal of reducing this disparity.TCCH was able with police officers so that care and services can to obtain grant funding to build a large medical happen immediately. In addition,the program clinic and two school-based clinics. is working to create housing opportunities for chronically mentally ill residents in need. TCCH later worked with the National Alliance for Hispanic Health to obtain a grant for screenings, New Horizons High School marketing,and counseling,enrolling 139 Spanish- speaking individuals in the firstyear,with a goal New Horizons is an Adverse Childhood of serving at least 500-600 people during the Experiences(ACE)/Rauma informed school. five-year grant period. Individuals,who must �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue � � be pre-diabetic when they enroll,participate � . . . � . . . in fitness dasses with personal coaches,adopt weight-loss goals,and take part in healthy food cooking dasses. 7��. .f" r InpartnershipwiththeTnOtiesDiabetes � � � ' �� Coalition,TCCH helps conduct marketing ��. ' (�'` �^. campaigns and other outreach to educate 1 � residentsaboutdiabetesandhealthybehaviors. i.}�� _ �>`r � The group works with doctors'offices, hospitals, . grocery stores,city agencies,and other � � � institutions to reach people throughout the region. +qn� ` .,��,�` '�` :'.� ' y 4F � �W '*�, p .�j�. Rancho Cordova, CA ,�� K The City of Rancho Cordova is focused on �� '�'�� ,, '�� building a strong civic infrastructure that .7E�Hsviuwae - ' ' ' authentically seeks collaboration from _._ �.,.->�,�v^"^^• residents and key partners.This shared vision of civic engagement is both overarching and ��"� � . neighborhood-specific,takingintoaccount � a " � - e�� aancnoco.m.a uniqueattributesofneighborhoods.The , �'0.�.� Neighborhood Engagement Program empowers �I�I�I IFi residents to create strong neighborhoods with a high quality of life. Leadero from all ethnic wmEHTEes,rcoaoo�,H��H ' groups are emerging from the program and are """' __ _.� „ now active in five neighborhoods. Soil Born Farms: Feeding Body and Soul At the Ranch and other community sites,Soil California may fill the nation's grocery carts, Born runs programs that focus on promoting thanks to a robust agricultural economy,but the 9ood health and providing learning opportunities health of residents living in urban spaces like for youth and adultsto produce healthy food for Rancho Cordova continues to dedine due to lack themselves and for others. of accessto healthy, bcally-produced food,and health education.Soil Born Farms stepped-in to Outcomesto date include: turn urban residents into farmers,teach good • 59 beginning farmers were trained; nutrition, and creatively leverage community • �,�95 adults attended gardening, cooking and resources. herbal care dasses; • 2,557 students engaged in school gardens at Soil Born Farms is a 55-acre historic community 10 campuses; farm bcated in Rancho Cordova.This rare • 4,200 students enjoyed hands-on experiences communityassetprovidesawonderfullydiverse atAmericanRiverRanch; landscape which engages both youth and • 386,060 pounds of fruit donated to families in adults in hands-on activities that connect them need;and to the natural world, healthy food, healthy • 130,000 plants of 118 varieties were seeded in eating,job and life skills,hard work,and service their greenhouse. opportunities. Mather Veterans Village: There's No Place Vegetables from Soil Bom fields getto consumers Like Home through bcal markets and restaurants, bcal food banks and theAmerican River Ranch Farmstand. Sacramento County,which indudes Rancho Cordova,hasthe 10th highest number of �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue homelessveterans among California counties. Evenso,housingtosupporttheuniqueneedsof 2020 Census. homeless and disabled veterans was virtually non- existent. Why It Matters With this in mind,city staff began exploring the feasibility of creating a village dedicated to the care and housing of veterans.The project Hospitals Fire departments. flourished into a partnership between four cross- Schools. Even roads and sector collaborators:The City of Rancho Cordova, highways. The census can Mercy Housing California,Veterans Resource Centers of America,and Sacramento County. shape many different aspects Many organizations collaborated to cobble of your community. together needed funding. In addition to the four proponents,state and federal agencies,private ,Jpin u5 in en5uring everyone businesses,and nonprofits rallied as well. i5 Counted. Interested in After 10 years of roadbbcks,red tape and Partnering? Stop by ouf booth funding challenges,Rancho Cordova's Mather of visit 2020[ensu5.gov. Veterans Village(MW)now offers permanent supportive and transitional housing for more than 150 homeless and disabled veterans.This new,three-story development with 44 one- Shope ��a�' bedroom and 6 two-bedroom homes exceeds your fufure I Cen5U5 California'senergyandwaterusagestandards s1AnlHeae> 2�2� by incorporating drought-tolerant landscaping, drip irrigation by onsite gray water,and solar panels that power both the hot water system and electricity. causing problems in the dassroom,they had been Sincethegrandopening,thecommunityhas discardedbyprettymucheverybody. stepped forward in a variety of ways.Whisker He rounded up a group of his fellow CHS Warriors volunteero collect pet food and deliver alumni,and with the help of his wife,began it to veterans who are comforted by a dog or an informal mentoring program.Trading youth cat companion. Leaderohip Rancho Cordova participation for tangible benefits—like otherwise volunteers erected patriotic bike racks for use by unaffordable tickets to the prom or a yearbook— residents. Local artists have enhanced the grounds Mayer began showing up at community events with inspiring mosaics and murals,and faith and work days with a small army of previously leaders make themselves available for counsel and Nrritten-off students. Slowly,the crew began to support. make a name for themselves around town as they provided musde at neighborhood deanups, Mentors at Cordova High (MACH): The helped tear out unsightly chain link fences, Healing Power of Love planted trees, and set-up tents and tables at Cordova High School(CHS) has a 1,700-student �ommunity events. melting pot,with 61% minority students and Mentors at Cordova High (MACH)was soon more than two-thirds of the students being poor. formed into a 501 c3 nonprofit.With help from US News and World Report paints a discouraging the school district and the city,grant funding picturraschoolwhosecollegereadinessrating Nrasmadeavailabletotackleproblemsofschool is 1.7 of 100. attendance and grade improvement. Results have been staggering—a 41% increase in MACH Conrade Mayer ran the"In House Suspension" participants'overall 6PA, a decrease in truancy program at CHS,and after a few years of daily levels, and over 1,200 hours of community service contact with the trouble-makers and troubled, logged. he d iscovered these students were not just �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue RockHill, SouthCarolina plusnicotinereplacementtherapyasa treatment method for individuals coping with TheCityofRockHillaRivelyinvoNesresidents tobaccoaddiRion. in determining the community's future through . Many Men, Many Voices- is an HIV/STI their citywide strategic planning process, prevention intervention for black men who Empowering the Vision,and their economic have sex with men(MSM) and may or may not development plan, Knowledge Park Action Plan. identify as gay. Thesevisions are realized by engaging community . Reach Outand Read-incorporates books into groups, neighborhood associations, businesses, pediatric care, encouraging familiesto read non-profits,and governmental agencies. aloud. Collaboration is not limited to a select few; • LetS Go! 5 2 1 0-is a model to reduce Rock Hill has increased effortsto bridge divides childhood overweight and obesity rates with and develop a more equitable environment 5 2 1 0 healthy food choice messages. while fostering opportunities for all residents. Racial healing efforts began with the formation oftheHumanRelationsCommittee, initially MiroclePark formed by local ministers,black and white, in The Rock Hill community has always had robust 1949.Since then, it has evolved into the Rock programming for special populations.The Parks, Hill Community Relations Council (CRC),which Recreation,and Tourism (PRT)Department focuses on promoting respect, appreciation and provides children and adultswho are disabled understanding of diversity among all people with opportunitiesto participate in activities induding: Bocce,Cooking Classes,Disc 6olf, Impact Vork County Kayaking,etc The citys strategic goals also indude providing at leasttwo cyding events Whenitcomestohealth,therehavebeenseveral forspecialpopulations, andPRTspearheads organizations doing greatwork in Rock Hill and a mainstreamed summer camp for those with VorkCounty, butwithverylittlecollaboration. intellectualdisabilities. That was until community partnero came together to create Impact Vork County—a coalition of Though proud of this work,the community health care providers and stakeholders who felt that there needed to be a physical space meet and collaborate regularlyto maximize the dedicated to special populations.The city was effectivenessofhealthinterventionsthroughout approachedbyresidentsandrepresentativesfrom the county. Max Abilities—formerly Vork County Board of Disabilities and Special Needs-about a mirade The community partners involved feel strongly field,which is a baseball field designed for people about implementation of solution focused, with special needs. evidence based interventions(EBIs), collaboration among traditional and non traditional partners, Through the course of engagement effortswith and healthy living initiatives for the Vork County families,recipients of services through Max community. Abil ities, and those who support their work,the mirade field has become a full mirade park for Examples of EBIs implemented by Impact Vork thosewith special needs. County indude: • VMCA Diabetes Prevention Program-helps This transformative project has broad buy-in adultsathighriskfordiabetesadoptand fromcommunitypartnersacrossthegreaterVork maintain lifestyle changes to reduce risk County community, induding several businesses, • Healthy Weight and Vour Child-creates safe, community organizations, and a cross-section of fun, and active environments for children and individual residentswho have volunteered time familiesto explore and adopt proven methods and money.Additionally,Winthrop University toliveahealthierlifestyle. andthecityagreedtodonatethesitetoMax • NurseFamilyPartnership-isamaternaland Abilities. early childhood health program that allows nurses to deliver supportto first time moms. 6roundbreaking for Miracle Park is scheduled to • The 5C Tobacco Quit line-uses talk therapy begin in March 2019.When fully built out,this �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue i5acreparkwillindudetwomiradebaseball SanAntOnlo, TX fields,two multi-purpose fields,playground, walking trails,shelters,golf area, fishing San Antonio isthe seventh most populous pond,and a cafe/retail component to provide city in the country,with a vibrant and diverse employment opportunities for these special needs population.Despite its size and diversity,San individuals. Antonio struggleswith economic and educational inequality,making intentional engagement of Knowledge Park all parts of the community essential.Through a community-wide strategic planning process called In the 1970's,thete�ctile industry disappeared SA2020, individuals,businesses,government, from Rock Hill, leaving abandoned buildings and nonprofit organizations created ambitious nearthecentralbusinessdistrictthatweresoon 9oalsfocusedonequitableopportunitiesforall. vandalized. Eventually,thecitytoredownthe TheOfficeofEquityalsoensuresthatallpolicies, problem buildings and prepared the area for practices,plans and services result in equitable redevelopment. outcomes and opportunities for all communities. Lastly, Metro Health (the City of San Antonio's Therewas not a cohesive downtown public health department)has used place-based redevelopmentstrategy,soafteryearsof engagementwithindividualsandfamiliesliving disjointed efforts,the Knowledge Park Action in poverty to improve health status, increase Plan (KPAP) processwas born.All residents were community member engagement,and promote invited to a kick-off event to establish five-year health initiatives for childhood obesity,youth goals and develop programs for Knowledge Park violence,and infant mortality. (downtown)that have input from ALL parts of the community,are supported by community End Stigma End HIV Alliance leadership,and serve as the basis for aRivities and investments.To get the information to al I In 2016, San Antonio was shocked to learn it was residents, a multi-tiered marketing strategy was home to the largest molecular duster of rapid implemented over social media,radio, and local HIV transmission in the country, comprised mostly N, induding paper and electronic invitations of Latino gay,bisexual, and other men who have as well as the help of various boards and sex with men (MSM)under 30 years of age. commissions. The community united,bringing together people Ultimately, 174 community members on eight living with HIV(PLWH)alongside leadership of action teams over the course of six months every AIDS Service Organization,the San Antonio developedtheplan.Actionteamsfocusedon: MetropolitanHealthDistrict,theCenterfor Jobs+Business6rowth,TalentDevelopment HealthcareServices,andtheBexarCountyRyan +Attraction, Marketing+Communications, WhiteAdministrativeAgencytoformtheEnd Connectivity, Indusiveness,Development, Stigma End HIV Alliance(ESEHA). Placemaking, and Tourism.The committees workedcollaborativelytodevelopthevisionfor Respondingtocommunitycallsforpeersupport, Knowledge Park. 12 members of ESEHA who are living with HIV and trained as peer mentors formed the Peer Knowledge Park Is.... Mentor Initiative Working 6roup.They have • A strategy for attracting jobs, businesses, and assessed community capacity for mentorohip visitors to the historic center of Rock Hill through existing support groups, developed • A commitment to creating opportunity, 9uidance for the role of peers and a platform wealth,and prosperity for residents for engagement, and created a framework for • A place in the heart ofthe citywith a referrals. distinRive urban lifestyle ESEHA a Iso supports an ongoing effort to engage The Knowledge Park Action Plan was approved youth in the fightto end the HIV epidemic. by city council in September 2018,and nowthe Health Justice Vouth Council(H1Vq members real work has begun. do outreach and health education with youth organizations and community college students �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue and host advocacy eventsto raise awareness and refugee families in the areas of education, about sexual health. employment, housing,health, and legal services. To address health care associated stigma, Thesetwo initiatives have also collaborated to ESEHA is undertaking a storytelling project createthe Interfaith Welcome Coalition QWq—a thatwillcombineempowermentofimpacted faith-basedcollectivethatseekstoaddressthe communities with direct outreach to health changing needs of at-risk immigrants,refugees, care institutions.Stories will be gathered from and asylum seekers. Black and Latino MSM,transgender individuals, and Black women living with HIV to share their SA Speak UP experienceswith health careassociated stigma. Evaluation of demographic data from budget Immigration Services and Faith Based surveyrespondentsfoundthattherespondents Initiatives did not reflectthe population by race, gender, or region.To increasethe engagement in survey San Antonio has introduced two new initiatives responses from low-income communities of toengagetwostakeholdergroupsand color,TheDepartmentof6overnmentandPublic populationsinthecommunity.TheFaithBased Affairs(6PA) incollaborationwiththeCityof Initiative(FBI)seeksto build relationships and San Antonio's Office of Innovation began the collaboration between the faith community, SA Speak Up campaign.The campaign began government agencies,non-profit organizations by distributing the annual budget survey in a and community groupstowards improving the grassroots style, both online and at existing lives of families and communities in need.The community-wide events.This approach allowed ImmigrationCommunityLiaisoniscommittedto 6PAtogotowhereresidentsaretogatherinput strengthening coordination and connection to from the community rather than asking residents servicesfortheimmigrantcommunity. tocometothem.Thecampaignexpandedthis "go to where the people are" approach by FBI is composed of more than 100 volunteers providing audience-driven Spanish language who together identified community concerns and family-friendly events in geographic areas from a faith perspective,with interfaith of disparities,targeting younger minorities in congregational leaders and community members other geographic areas, mailing surveys,and actively participating. Interfaith working groups administering the survey collection at more steeractionteamsthathavecreatedresourcing community-basedvenues. centers in congregations,placed reading buddies from congregations in schools,held a maternal This increased focus on equity and evaluation healthsummitfocusingonAfricanAmerican ofcurrentvehidesforpublicengagement maternal health disparities, and executed Mental found that trust and accountability in bcal Health 101 dasses in congregations. government needed improvement.So, after the fourth-annualSA Speak Up campaign, requests Thecity'slmmigrationServicesworkswith weremadetoadoptprinciplesandminimum local stakeholder groups,nonprofit, and standards to guide all public participation interfaith organizations to establish a network efforts.City council approved a resolution that to coordinate and connectthe immigrant commitsto ten guiding principles of public communityto needed services.The city funds participation. 6PA also recommended expanding legal services for residents with U.S. citizen SA Speak Up to serve as the umbrella for all familymemberswhoareatriskofdeportation. publicengagementefforts.Thecitymanager Residents can contact community legal service also signed an administrative directive that sets providersto apply for free legal representation minimum standards for public participation for when they are facing deportation. all city departments seeking input from residents. Stakeholders also developed a resource directory to provide information about organizations that offer services and support to immigrant �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue �� importantly,a partnerohip with Central Carolina Technical College(CCTC)transformed an �' sminhhuWista� abandoned commercial facility and brownfield • � thatblightedanentireblockofthecity'shistoric downtown into a state-of-the-art Allied Health Center that provides education and training in the health sciences. / Sumter works with a wide variety of community y ' partnero to improve high school graduation "' rates and technical skills. Business and nonprofit partners provide internships,mentoring,and other � ' �� H � . assistancetohelpresidentsentertheworkforce. Scholarships,career opportunity fairs,volunteer � ' � -.. �. _ tutoring,recognition programs,and school events �� bringcommunitymembersintotheschoolstohelp �(q`e�1r, � supportstudentsandconnectthemtojobs. �,rg�s." :��1., � � As a result of these efforts,new jobs have been created, downtown has been revitalized and the unemployment rate and per capita incomes in Sumter are near the national average. � Educate Vour Mind-Empower Vour Learning-Enrich Vour Future Employers in Sumter or those considering re- locating to Sumter often need employees with more skills, both technical and soft. In response, the city has worked with the school district Sumte■, SC and technical col lege to provide dasses in Thistownof40,000+haschampionedaneconomic interviewingskills,conflictresolution,andother revival after losing much of its manufacturing skills at an early age, induding by having industry base.The city works collaboratively with over professionals come to the classroom. 200 nonprofit,governmental, and business The city has also partnered with a technical organizationsto tackle key issues,one of which �ollege, school district, and business community on is the "Penny for Progress" capital improvements an extensive Science,Technology, Engineering and tax,which has raised millions of dollars through Math (STEM)program that included transforming tax measures in 2008 and 2016 to fund projects an empty Walmart building into a "state-of- identified by the collaborative partners mentioned the arY' Advanced Manufacturing Technology above.They also partner with Shaw Air Force Training Centec The Center has dassrooms, Base to serve veterans and ensure that the base training programs in high-tech industries, a library, is a vital part of the bcal economy and social and other flexible space,with a plan to bcate a infrastruRure. vocational high school ne#to the facility in the future. Increasing Talent Pipeline Sumterwashitparticularlyhardbythe2008 LocalbusinessesworkwiththeSTEMprogramto recession,with unemployment rates that were provide customized training to futureworkers, among the highest in the nation and a bcal induding basic safetytraining, construction, workforce that lacked the skills and education mechatronics, machining and other programs. needed by new employers.A focus on economic Students can enroll in the program as early asthe developmentluredContinentalTiretothe tenthgradetocompletetwoyearsoftraining area and helped revitalize downtown. Most simultaneouslywith their final twoyears of high school.Another program,eSTEAM Sumter,adds �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue o � I arts and design components in family-friendly +^ � ! programs aimed at kids asyoung as preschool. �R �/ � Support of Shaw I 'j . �� Sumter is home to over 16,000 veterans,many � /� . of whom served at Shaw Air Force Base,which is �'� ' - located within the town's borders and has been in the area for over 75 years.Residents of the community are proud of this affiliation and often showtheirallegianceandpatriotism. CONGRATULATIONS The city takes a team approach to working with TO TH E retiring military service members and their families to make sure they have access to services,job 2019 training and placement,and housing that would allow them to stay in the area.Training and licensingprogramshelptheseindividualsgetbcal ALL-AMERICA certification to help them find good jobs.A tuition assistance program offers scholarohips at bcal C ITY colleges,even providing the few dollaro that service members normally would have to pay themselves. The city also works with the air force base to help F I NALI STS. it avoid funding cuts and accommodate future growth by joining national lobbying efforts and reserving land around the base for possible expansion. In addition,the community supports �ye �� over a dozen service dubs and associations involving service members and their families. Russian Speaking Population Outreach West HollyWood, Califomia ln the beginning of its cityhood, many new immigrants from the former Soviet Union settled The City of West Hollywood's robust civic in West Hollywood and informal efforts to reach infrastructureishighlightedbyitsstrongculture outtothiscommunitywereunsuccessful. of engagement among residents, outreach to populationshistoricallyleftoutindecision- Determinedtobreakthroughthebarrier,the making,and authentic communication.West city created the position of a Russian Outreach Hollywood engages community groups in its city- Coordinator,and overtime,other Russian- wide planning processthrough a mix of public speaking staffwere hired bythe city and police hearings,accessible onlinetools, and responsive department. and evolving development requirements.A key focus of West Hollywood has been the inclusion of The Russian Advisory Board (RAB)was created to typicallymarginalizedpopulationsinthedecision- integratethecommunityintothecitysdecision- making process.West Hollywood has multiple making process.The RAB offers an opportunity boards, commissionsand/ortaskforcesthatstrive forcommunitymemberstopresenttheir to intentionally engage seniors,young adults, concerns, start dialogue,hear what is happening people living with HIV,transgender individuals in the community and become invoNed in the andlow-incomeresidents.Thecityalsoprides programmingofcityactivities. itself on itstrailblazing communications program which aimsto authentically and creatively engage The Russian Advisory Board has created important all residents.The city has been honored with programs and events targeting the Russian- dozens of professional communications awards in speaking community: recentyears in recognition of its distinct approach and unparalleled effectiveness. �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue • Russian Cultural Month-a family-friendly • Funding-is now provided bythe council in the month of events and special performances amount of$25,000. which celebrate Russian-American arts,crafts, • Competition-Artists now competeto music, food, and entertainment. design a poster each year. Submissions come • AnnualAwardsCeremony-Awardsaregiven fromartistsfromsixcontinents, including to the Russian-speaking community for submissions from several countrieswhere gay Outstanding Community Service, Role Model activity is illegal. ofthe Vear,and Achievement in Business. • Themes-now provide an annual focal point • Vear-Round Musical Events-year-round for programming. array of events indude Russian-American art exhibits, quarterly seminars for new To promote inclusiveness and equity,One City and established businesses, concerts,dance One Pride makes grants accessible to both arts festivals,and author/poet appearances. organizations and individual artists.Additionally, • hibutes and Memorials for Veterans-two the Transgender Arts Initiative(TAI)6rant monuments were created in remembrance of addressesthe historically low-representation of Russian and Russian-American veterans and this community. Lastly,about 90% of One City Holocaust survivors. One Pride programs are free to attend, making it accessible to anyone. Since the establishment of the RAB, Russian- speaking residents have become members of Homeless Initiative other city commissions,advisory boards and task forces.The RAB gives immigrants better L6BT youth and adults come to West Hollywood access to services such as health care,early seeking safety and self-determination,but childhood education, adult literacy,workforce sometimes they lack adequate support networks training,economic development, and business and end up without housing. In addition,West entrepreneurship. Hollywood has a significant population of older adults living below the poverty linewho are at One City One Pride LGBTQ Arts Festival risk of homelessness. The L4 Pride Parade and Festival have taken The West Hollywood Homeless Initiative was place for the past 40 years in what is now the created to address these issues.This collaborative City of West Hollywood.At certain points in its effort is led by city staff inembers,nonprofit long history, LA Pride has fallen under criticism social service providers, law enforcement, and Los for being less relevant,too focused on partying Angeles County agencies. and/or commercial interests,and for lacking an educationalcomponenttoteachpeopleabout ActivitiesoftheHomelesslnitiativehaveinduded: L6BTQhistory. • Asurveyofthehomelesscommunity which provided a better understanding of As such,the city convened a task force,which demographics. recommendedtheevent "graduallyextendthe • CrisislnterventionTrainingprovideddeputies Pride Eventto incorporate a month-long series with tools to deal with mental health and of arts, film,cultural and social activitiesthat substance abuse cases. celebratethe creativity and diversity of the West • Training of officeroto addressthe impacts of Hollywood/LosAngelesL6BTcommunity." homelessness. • Social services such as outreach,substance TheCity'sArts&CulturalAffairsCommission abusetreatment,mentalhealthprogramming (ACAq has madethe following modifications and and housing for homeless individuals. enhancementstoOneCityOnePride: • Contractsthatprovidestreetoutreachteams, • Grants-areappliedforbyorganizationswho shelterbeds, casemanagementservices, wish to present L6BTQ art projects in the education, and employment. month of June. • Linkagesto care and substance recovery • Arts Coordinator-is now responsible for services that bring a team together to programming and principal coordination of work with individuals experiencing chronic the event. homelessness. �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue • A rental assistance program prevents Eventually,the discussions formulated four main community members from losing their goals: housing. • Requiring body cameras for the police force; • Economic empowerment program provides • Implementing crisis intervention training (CIT) job training, resume coaching,and case for all officers; management services to homeless and • Creating an independent review board for housing-insecuretransgender community officer-invoNed shootings and allegations of members. misconduct;and • A full-time HIV specialist connects homeless • Increasing the culture of community policing. community members living with HIV to medicalcareandothersupportiveservices. TheWichitaPoliceDepartment(WPD)tookthe daims seriously. Immediate changes induded: The city holds regular collaborative meetings • Equipping all of patrol officers with body with homeless service providers and HIV and wom cameras. substance abuse service providero to discuss new • Making crisis intervention training(CIT)a andcontinuedattentiontothebarriersfacedby priority;nowone-thirdofcommissioned individuals who are homeless. officers are certified. In 2016 Chief 6ordon Ramsay arrived and forged WlCfllta, Kan5a5 ahead with the remaining two goals outlined by the BNOFerguson Here forums. Chief Ramsey The City of Wichita is committed to considering agreed to create a civilian review board and the perspectives of community membero from all revamp how police handled youth on the "gang racial,ethnic and cultural backgrounds during list," which has been criticized for being too decision-making processes. Project Wichita is a broad and too difficult to be removed from. community-driven engagement initiative with nearly 100 organizations committed to a regional Additionally,Chief Ramsay began the effort to engage diversevoices and establish a development of the "6od Squad," which is a vision,guiding principles,and a 10-year action group ofAfrican-American religious leaderswho plan.Based on input from over 14,000 community meet regularly with members ofthe WPD to share members, Project Wichita produced a regional information and build partnerships. vision and action plan focused on the next 10 years.Focusgroupsofferanother,smallerscale TheDepartmentiscommittedtoongoing opportunity for residentsto give feedback. relationship building with members of each Thecityschedulestheseeventsattimesand uniquecommunity,ensuringallcitizensare placesmostconvenientfortheparticipants. treatedfairly,equally,andwithdignity. Focus groups have discussed the Wichita Parks, Recreation,and Open Space Plan,as well as Barriers to Accessing Healthy Foods topics such as health, education, recreation, and business. Many Wichita residents do not have access to healthy foods,with many living in the44 square Wichita Police Department Strengthens miles of food deserts.The Hurdles to Heakhy Community Bonds FoodAccess assessmentwas commissioned to Because of the controversy in Ferguson, MO explore the barriers to healthy food consumption. over the use of deadly force by a police officer, The study induded community engagement keyfiguresinWichita'sminoritycommunities andkey-informantinterviewswithresidentsof began to mobilize, culminating in a series of bcal specific zip codes,chosen for their comparatively discussions branded as"No Ferguson Here." low median income levels and lack of availability of healthy and affordable food sources.The study During the series of ineetings, citizens expressed identified six common factors of living in a low- anger and disappointment in the waytheir police healthy-foodaccess area. force interacted with the community,accusing To addressthe factors identified in the study,the officers of racial profiling and excessive use of Health &Wellness Coalition of Wichita (HWq force. �. � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue established a Food Policy Committee to engage � n�� thecommunityinaddressingfoodequityissues c""��'°°�� «�r�'.�', in Wichita.The Food Policy Committee advocates for policies that increase access to healthy foods, + � � � hosts community events,and develops programs • . � � thatencouragehealthyeating. in� ., . Onefocusofthecommitteehasbeenpartnering � �� y� �'3 with schools to launch several initiatives aimed at �� ,,`� providing breakfastto students who otherwise ��" maymissthemostimportantmealoftheday. �''_�a Schools have since expanded breakfast offerings � to indude eutended serving times in cafeterias, CONGRATULATIONS grab-and-go breakfasts from carts or kiosks,and 2019 ALL-AMERICA CITY "second-chance breakfast," in which students are offered breakfast after homeroom or first period. FINALISTS� The school district is serving about 1,100 more Asheboro, North Carolina wishes you the breakfasts each day-a 45% increase. best of luck in the competition The Food Policy Committee is also collaborating Asheboro with residents,community partners, and experts � to develop a Master Food Plan that will provide �,� �ii�neno�[M guidance on food policy issues. A,SHEQC�RO �I I I I� °i.'r ft1iQ�"� League 42 and Open Streets IQ 2016 Wichita has experienced widespread growth on its fringes and,as a result,City Center has suffered. League 42 and Open Streets ICr are � two of the efforts aimed at reinventing and comusr reinvesting in City Center. LEARN MORE. DO MORE. League42 �"^^� MORE. " McAdams Park rests in the heart of Wichita's �` African-American community and during the _ time of racial segregation, served as a destination � for racial minorities to swim, golf, and play � �" - � baseball. Decades later,the park fell into a state �� ofdisrepair. � , J(, �1� Ahandfulofcommunit leadersconvenedto rne in�erne� beion9s ��n me nome ¢ has me power Y m mnnec� ��nd��d�ais ro a wodd ot kno�edge and discuss returning McAdams Parkto its glory days. neaimczre�� piovm�en�, "rearsrd�nrormzi�ond��a��on, The plan focused on reintroducing inner-city in�eme� ess nr�aiss+ o-om com�as� enngs anobaeie, youthtobasebalLCommunityleadersorganized rc�gr.speedin�eme�nomemrSs.sspermonenvo�mav as a non-profit,established a board of directors, Nzr��onzi scnoa wn�enspo�ne�h��m wno�s i9�o�no�s�ng recruited volunteers, and formed League 42, am��znd/o�iedeai asns�wme �ars�an wno rew��res named after baseball legend lackie Robinson, s�nw me gam�s iawcn ��n zon, in�eme� essennais m who wore the number 42. nas neipe s minion americans ge� mnnec�ed. ana oultln'[ tlo i[ wi[M1ou[ o zin9 partne� o�9anization5.Together we�an bring[he Intemet home to e IndlNduals across [he ww[ry and help t2nsform eva�n more Ilvas. Visi[In[erne[Essen[ials.com/Par[ner [o learn more. 1� INTERNEf 1 I ESSENTIAL51�1� o�.� —�I� �a[io�alciviclezgue.oeg � �Ozo�qNa[io�alCivicLezgue Today, League 42 introduces youth baseball TO BE AMON6 TNOSE WHO and provides struRure and support through THE � mentoring and education opportunities. In fewer than five years, League 42 has grown to more than 600 players and 50 teams. � Open Streets ICT � ' J � ; r � In 2016,a team of business,community, and � -� ti � �� 4 � government representativesthoughtthat a r ��*' N'- � � _ publicstreetwouldbeagreatwaytounite '�y� ~ 1 ��, - � � the community,promote health and wellness, � r< �p� �' and have a great time.The result was Open ' �" , :q �� Streets ICT,a free place-making event that �� :' - 9 dosed a four-mile stretch of a major city streets � x_ _ to motorized vehicles and opened the street to community building,music, food, biking, - outdoor recreation,and dancing. Residentswere � encouraged to join in the fun by visiting bca I businesses,restaurants,street vendors, and five major activity hubs. VISITORSCENTER 117 Clairemootp�e.,Uecatur 70070 00�I�sitdecamrga.com � � � � � � � III� �a[io�alciviclezgueoeg �O zo�q Na[io�al Civic Lezgue National Civic League �I� Civic I ndex .� r � - � - . �- - J � Y � . ♦ _ ~ � r � �� ,� � � i _ �`. � " _ \ • � ' � �/ � . . i � 1 The fourth edifion of the NaYional Gvic League's Gvic Index is now available.Por more Yhan 30 pears mmmunifies of all sizes have used Yhe Gvic Index Yo R�iae�T� measure their civic capiTal—the formal and informal relafionships, neYworks and capaciYies thaY enable ��i�� —�' �„„m��i� mmmunifies Yo solve problems and thrive. v°�°� Building on decades of work in mmmunifies,the fourth 7 Components edifionupdaYes Yhe Civic Inder wiYha specific focus on of Civic Capltal equity and engagemenY;kep mmponenYs for healthp, Eagageme comm,,,,ny thriving mmmunifies. �aae«*�P Use the Civic Inder wiYh gatherings of mmmunity members, partner organizafions or staff Yo spark mnversafion abouY i�siii�iio�s oNe;srcy� mmmuniYy sYrengths and areas in need of unprovemenY. E9°�h Email nclC�ncl.org if you are inYeresYed in using the new Gvic Index in your mmmunity. Download the Civic Index at:wwwnationalcivicleague.org/civicindex I National Civic League - . . . Civic Index ' ' 6�°,�= �� , - _ � - � � � � � � - ��p�p� �., /�/��`?�i'� ARTNER � SH/as , ��t1k � �� , f�. . �. �� _ Civic Capital `r The formal and informal � -` = relationships, networks and �� ;� capacities communities use � � to make decisions and solve `y�� y, problems � ; . - �: ��`� � � , �� , ,. , - THE CIVIC INDEX Civic Ca ital p Engaged Residents — � Shared Induslve Vision& Community I Values Leadership � Components of Civic Capital Culture of Collabomtive I Engagement Institutions Authentic Embracing Communication Diversity& Equity National Civic League ' • • - • • The Civic Index has been updated periodically since it was first introduced in 1957. Ttris fourth edifion—building on decades of work in communities-includes an even greater focus than previous versions on the a�ifical role of inclusive dvic engagement and equity as key components of dvic capital. Writing and layout of this publication was spearheaded by Aaron Leavy with supportfrom Sarah Lipscomb, Carla Kimbrough, Rebecca Trout and League President Doug Linkhart. About the National Civic League Founded in 1594 by dvic leaders including Theodore Roosevelt and Louis Brandeis, the National Civic League is a nonpaztisan, nonprofit orgaztizafion whose mission is: W advance dvic engagement to create equitable, ttffiving communifies. We achieve trris by inspiring, supporfing and recogtizing inclusive approaches to community dedsion-making. The National Civic League envisions a country inwhich thefull diversity of community members is acfively and meaningfully engaged in local governance, including both dedsion-making and implementation of activifies to advance the common good. In addition W the Civic Index, other League prograzns include the All- America City awards, Natiavial Civic Review, Model City Charter, Promising Practices Database, All-America Conversafions Toolkit and Community Assistance. The League uses these and other tools to help local communities use dvic engagement to advance health, educafion, �tavyracial equity and other iinportant values. , iailE! . J�. . ,�s:- '`:,.,1. - �... . .. � ... ': ��;. � 4 L�� " vt�'� t - :h' � 4 •� .� � � � ' • • ' THE CIVIC INDEX ENGAGED RESIDENTS 4 INCLUSIVE COMMUNITY LEADERSHIP 8 COLLABORATIVE INSTITUTIONS 12 EMBRACING DIVERSITY� EQUITY 16 AUTHENTIC COMMUNICATION 20 CULTURE OF ENGAGEMENT 24 SHARED VISION AND VALUES 28 LONGMONT CASE STUDY 32 SOMERVILLE CASE STUDY 34 HAMPTON CASE STUDY 36 CIVIC INDEX QUESTIONNAIRE 38 CIVIC INDEX FACILITATOR�S GUIDE 40 THE CIVIC INDEX / s1 � � "� • �a>c� Y � �� x � ' `� � , ,• � 5 ,� '� �> � ,.� �� " � ,q � fr �'ya 'S �v t �yq � � t "�� ', �t Y_ F i�{. � �� 3'� ��i�bS � 9 y ` - �i �Y 1� r. ,y1�'.��e ' I'I� r � Y i �f � +1� � 4 � ! � I Py�,y f� � ��. � . - . . . . 4��'` �T � � � ��yl ay" � �� Cleaning up �� during Dublin i� ��" . ` �� California's pride ��' , 1 � w�.•: � week �` : � � . , . ... � � r h � U�,,�,;, r �.� � � � � ��-e r . �� r� � � . „ �,,,��s-v.h�.',,*.� ' �� :'�.i • �� i�,� _� �, p� i�� : '� ' j if" Lr .n}� ` ��,-�, � .� p �. �Trt^�c �+� " a � '"'�a =j .� �' { -%'b �;r� ! ./.1 �• � This common thread is civic ca ital, a term What makes some communities p more able than others to sobe the �atn'a��ic;�kitev;� a�rhorsw�ll�aR, tough social, political, economic or PocapchukandJarleP. Crockeroncedefinedas phy5lCalChallenge5theyfaCe? '�ecollectiveciviccapacitiesofacommunity, the currency supporting collaborative strategies that pursue innovative programs and forge new relationships to build a futurewith This was a question the National Civic better results for children and families." League set out W answer in 1986 On-the- ground research revealed a set of facWrs Somewhat like social capital, but not to be thatwecall civiccapital—theformal and informal confused with financial capital, civiccapital can relationships, networks and capacities that be found in all sorts of communities, notjust the communities use W make decisions and solve most affluent, educated or advantaged.While problems. myriad other facWrs contribute to community progress, civic capital is the core facWr identified A commox thread ix successful commur�ifizs by the National Civic League as the primary is the oxgoing stvuggle through formal and �P�anation for long-term community success. informal processes W identify commox goals and meet individual and community needs and At the National Civic League,we know of many aspirations. — Former National Civic League communities with an abundant supply of civic Presidenk JoYuiParr capitaL TheAll-America City program has recognized over 500 of these communities during the past 69 years.All have varying levels of Page 1 THE CIVIC INDEX civic engagement, collaboration and leadership, AbOUt t�'115 PUb�ICQtl01'1 and have been able to tackle tough issues in a sustainable manner--by brin�ng a diverse�oup This booklet takes the seven components of civic of residents and stakeholders to the table. capital developed as part of the Civic Index and offers a more complete picture of how these Beginning with the first edition in 1986, components play out in real communities. the Civic Index has been an essential tool for measuring a communit�s civic Each section describes a particular component capital. The Civic Index is a self-assessment and includes examples from communities tool consisting of a set of questions that across the country. For each component,the provide a framework for discussing and National Civic League has developed four to six measuring a community's civic capital. questions which communities can use to assess the strength of their civic capital in this area. Communities have used the Civic Index to better understand their civic strengths and Throughout this publication we share stories to identify gaps or areas in need of further of governments, individuals,businesses attention, soliciting community input to create and organizations that are exercising their a baseline measure of their civic capital and community's civic capital to solve tough monitor progress over time as they work to problems. The National Civic League enhance their internal capacity. The Civic Index gathered these stories from All-America City is intended to be subjective and qualitative; Award winning communities, our many how a community ranks on the index depends national and local partners and through on the views of residents and other community research into the best examples of civic stakeholders.And, importantly,the rankings capital building throughout the country. by different parts of the community should not be averaged, lest the differences among In addition to more specific examples, we have various parts of the community be lost. created three longer case studies for Longmont, Colorado; Hampton,Virginia and Somerville, T�'1@ $@V@I'1 COI'T1 p01'1@I'1t5 Massachusetts. These case studies help to show what it looks like when communities Of CIVIC CQpItQ� build civic capital across the components. 1. Engaged Residents 2. Inclusive Community Leadership Included in the back is a facilitator's guide, 3. Collaborative Institutions which is designed to support small group (8- 4. Embracing Diversity and Equity �0 people) conversations using the Civic Index 5. Authentic Communication questions, either as a separate exercise or as part of a large gathering with breakout groups. 6. Culture of Engagement These small group conversations allow people 7. Shared Vision and Values to learn from one another and discuss ways to CIVIC CQpItQ� 5�'1Qp@5: leveragethecommunit�sstrengthsandaddress its challenges.Where possible, it is best to use the Civic Index either with groups from a broad • How community challenges are addressed cross-section of the community or in gatherings or acknowledged in different parts of the community to better • How decisions are made understand how different people view the • Civic pride and how residents view their Index's measures. community's quality of life • The resiliency of a community in the face of crises or challenging times Page 2 National Civic League THE CIVIC INDEX • s • • � • • - • • • • - Engaged Residents Inclusive Community Leadership 1. Host community conversations, preferably with small breakout groups, in which Collaborative Institutions people answer the Civic Index questions Embracing Diversity and Equity and discuss the implications of their Authentic Communication answers. Culture of Engagement 2. Encourage partners or grantees to use the Shared Vision and Values Civic Index to create a common language or set of goals around civic capital. 3. Share questions on social media to spark a CO 171171 U Il It I@S W It�'1 conversation about the community's civic capital. strong civic capital : 4. Include Index questions in program Have residents who play a more evaluations, or measure how a key active role in shaping decisions. program helps build civic capital. Residents work to solve problems 5. Include questions from the Index into a rather than waiting for government civic scorecard, or an annual update on the to solve their problems. health of the community. Cultivate and support leaders 6. Use it at a staff retreat, or council visioning from all backgrounds and diverse session to align programs around key civic perspectives. capital goals. Effectively collaborate across sectors. 7. Use it with an elected body, or a governing board to surface key issues within the Address diversity and equity; and community. move toward better outcomes for all. 8. Use the Index as a framing exercise or tool Support credible, valuable for strate�c planning/visioning efforts. information moving between residents, institutions and other 9• Encourage local candidates to pledge to stakeholders. pursue policies which they believe will help foster civic capital. Effectively engage the residents most affected by particular problems creating stronger more relevant The Civic /ndex provides a programs, poi��esanaer�orts. frameworkfor discussing and Createasharedvisionandvalues measuring a community�S CIVIC from which aligned action emerges. CQ CJ ILQ� Page 3 THE CIVIC INDEX ENGAGED RESIDENTS �_ � ..�.. � y� .. . � . � � � � � .. - _... � � � ll Y _ � Jr � �� r� � , . / � � y � ` 1 � di� > � � a� �L"U � � � � � , �, �� _, ,, �� / '�---� � �; ' ,, � �' ,�,- � � � .s,�s_--:. , � ; Residents come Fw�i� �-, together to tend a 2 �� community garden ��= � _ � -i �- • • • � • � � • � � Residents play an active role in shaping decisions and civic affairs. "The health of a democratic society may be of the issues, kequenHy mask institutional measured by the quality of functions performed structures and practices thatmake participation by private citizens."- Alveis de Tocqueville, difficult and where decisions are oken made Democracy ixAmerica before residents are even consulted or involved. To build the civic capacity of a community and ommunities are more likely to thrive develop robust civic capital, residents must where residents play an active role in step forward W take action and leaders and shaping decisions and taking action. The institutions must encourage and support this notion that"government cannot do it alone" was participation and decision-making. an important part of de Tocqueville's message and is increasingly evidentin times of limited resources.Activities W addressparticular issues are more likely W be sustainablewhen community members are involved in their development and implementation. It is essential for leaders to encourage participation and make space for residents. Accusations of apathy and lack of understanding Page 4 National Civic League THE CIVIC: INDEX ENGAGED RESIDENTS i J �� +u. i � e � r i . , �� . � . i Y � 1 � � y . - ' l - �' ��_ . � �� : ,. � ----�, -� �r� � � . .,.. I � .: � LAK2WOOD�4¢01c ALL-AM2AICA CITY PA242NTATION POCi142D ON A24ID2NT4 ST2PPING POAWAAD TO ACT PHOTO CA2DIT:AAAON L2AVY LAKEWOOD, CO�ORADO Residentsineachneighborhoodhostworkshops In Lakewood, Colorado, residents interested and complete projects that advance sustainabilit}�, in creating more sustainable neighborhoods enhance Iivabilit}�and reduce ecological footprint, find support from city staffers.Begun as a pilot earning points that are used to rate performance. program in 2011,the Lakewood Sustainable These points are tracked on a public website Neighborhoods Initiative provides support and encouraging a spirit of friendly-competition encourages direct citizen action to promote green and helping residents to track their progress Iiving standards through civic engagement. toward the goals they set for themselves. There Interested neighborhoods work with cit}�staff are currently eight Lakewood neighborhoods to engage residents about their interests and �volved in the program, wMch has now been concerns. Staff and neighborhood Ieaders select copied by fourteen other Denver-area cities. initiatives that best align with the needs of the community. CLEVELAND, OHIO � � Since 2003, Neighborhood Connections has �� _ +- provided sma11 grants to groups of residents , ;�� in Cleveland and East Cleveland, Ohio to do �v `�� *"e„y��,� ' � � - projects that improve the quality of Iife in their � ,� � - communities. These grants range in value �� ,'"�— from$500 to$5,000.A committee of Cleveland , �� , � -� � �"— and East Cleveland residents review the grant �,,.r. � � � -t� � requests, so residents are the grant-makers, � � �, d � determining what projects will best improve �' : ��r '" � �'�.�'� their neighborhoods. Since 2003, more than 2,300 � �'` projects have received more than$7.5 million in � � �.� ' +;s, `�'�'},'� funding. '+k' � ' � ;�vW'.Y�j, � . �� PHOTO PAOM HTTPS:��Si14TAINABL2N2IGHBOItHOODN2TWOAKOAG� Pdge S THE CIVIC: INDEX ENGAGED RESIDENTS �,��1 � - r�� .. � 3 � �•-� . �.�i � i -. ? y i l �f� M\ � /� �/�� . .e i. . � . A +F ` �� ;v . .. + ` H � f .�.� � .'�f � ] —1r II � �,, s�}��' ;e,� a ,�_T.�� —_ p � �l � � � �� .�.t. iai s� � � t . ,� � , � _ . , ;� , . .�, _ ,� �y �, .� � T � � � ��.,.� t �n` -• !r _. , 1 �'Y � � _� � ..=J..,..y _ .7...._. "c.., � I� 4 � � T' . . . , . ., ��ro . �, ._ . _ . _ . 7 ,, ^`�,Q •�/ ,/",-_ S-r-- � =C-i � �� . . _^'.'.SI'uw�" . _. � _ ' ... .... � PHOTO BY TIM EVANSON - - � � . WesT Si�e Sc�ooc.P�oTo Cae�iT:Acvis HeN�cer A sample of recently funded projects illustrates the eclectic nature of the program. Westside School,which opened in 1923,was the first Las Vegas school to open its doors to African • Mercedarian Walkers received $500 to American and Native American students. promote their physical fitness program. After residents organized themselves and took • The Walker Group received $4,000 for an action in support of the Westside School, the enrichment program designed to provide city coordinated with local leaders to help information and resources to expectant embed the work of the WSAF into its ongoing mothers. planning efforts In 2016, the city adopted a • Lawn Life received$2,500 to create a 10- community development plan with the intention week course on lawn mower repair on of revitalizing the Westside School community. residential and commercial mowers. Funds The community was highly engaged in the will be used for tools and the collection of visioning process and strongly encouraged broken lawn mowers. to attend meetings and contribute ideas. • East 108th Street Club received$2,598 The resulting plans from this process were for its 6th Aru1ua1 Intergenerational incorporated into the Las Vegas 2035 Downtown Community Day, an event bringing the Master Plan, making it an official city council- community together for food and fun. approved document to be incorporated into future development. Today, the school site stands as a testament to Las Vegas' ongoing efforts to facilitate racial healing and community dialogue. Lns VE�ns, NEvn�n Outsiders often imagine Las Vegas, Nevada as littlemorethanthesumofitscasinos,hotels PLACENTIA, CALIFORNIA and restaurants. For the city's more than 600,000 Like cities across the country, Placentia, residents,however, there is far more than just California faced a major fiscal crisis following the the "strip." Residents care deeply about their 2008 recession. Placentia implemented many cost- community and its history. In 2010,The Westside reduction and revenue enhancement measures School Alumni Foundation (WSAF) was founded but, despite these efforts, it continued to to preserve the historic Las Vegas Westside operate with a yearly deficit of at least$1.5 School site, educate the public on its history million. Without a long-term solution, the city and value, and encourage the development of would continue to struggle financially and the vacant school as a cultural destination. The find it difficult to provide quality municipal Page 6 National Civic League THE CIVIC INDEX ENGAGED RESIDENTS , - r � � ''" Over three years, the task force held 30 public T- � � � meetings in locations across the city. � � - �,� �. It analyzed the city�s finances and prepared � ' j . �, a final report for city council.Among other � 0 � -- _ � . recommendations, the task force suggested �+� � � � - � that Placentia declare a fiscal emergency.But the � ,��1 � � � �j(, `.' �. ,� task force didn'tjust put the onus on the city to �t/��L ' � } 7 �y . move forward, it suggested eeploring additional v p� ��JyS� ,��pp, local revenue, including a voter-enacted measure .�A ..� - � ��z' �i��-"�� ` as appropriate and the ongoing need for a �= � citizens group to help reach fiscal sustainability. � � � A�Y'� .��' InPlacentia, thecityrecognizedthatresidents �' could take on the responsibility of thoroughly � � ` { ,i examining the city budget and help the city prioritize diff�cult budget choices. �i�� l. ` �_— � ■ ■ ■ '4y-.,.�' � . _ .. .. .� ,-..;, . � � To comLret highev than novmal vates of heavt disease in theiv mngvegations,veligious leadevs in Southeast San Diego have Lrended rogethev with vesidentr ro Que 5ti On 5 ffOm improve theiv health.Above, Immanuel Chapel ChvistianChuvchmembevsona"gospelwalk"The Th2 C�N�IC II1d2X gospel walk is a chance to sing and walk around the neigfibofiood followed by discussion of heavt h�lth p We have matty residettt-ittitiated attd residettt- 1ed commuxity/ neighborhood orgaxizatioxs services W the community.Unlike many cities, und uctivities Placentia trusted residents enough to put the future of its fiscal health in the hands of 0 Ix mmmuxity meetixgs, people tend to work a group of residents kom all walks of life. collaboratively to solve-problems; ixstead of beixg critical axd coxfroxtational In 2014, Placentia entrusted ifs residents with the responsibility W help chart a course for the 0 Neighborhood councils axd commuxity city's future. The city created a Citizens Fiscal groups reflect the commuxity's diversity axd regularly work with city officials to provide Sustainability Task Force to identify potential ixput ixto decisiox-makixg cost reduction and revenue enhancement. Appointed by the Placentia City Council, the p It is easy to find residexts to serve ox 1oca1 task force included an artist, professor, arborist, boards axd commissioxs, or rux fnr office engineer, regional distribution center manager, financial consultant for public and not-for-profit agencies, and two retirees. Its purpose was W closely examine the city's revenue structure and budget deficit and make recommendations for creating new revenues and/or reducing costs. The members were kom all parts of the city, kom the most disadvantaged neighborhood to the most afFluent and all parts in between. www.nationalcivicleague.org Page 7 Txe C�v�c Imoex Imc�us�ve Commum�ry Lewoexsx�e .. � � � � 1 � � e . = ,�,� �i ": - , � _�.,;,.' � 1 4 t 1z l � �.�'��i°•,. �,�',� a�l p\�,� ��•. � ,�,.- i4 ' � �,�� ,�:� -� � ,,� ,.- ll - � �,�. � r i . ri� :;�,' , a e � � _ , . i � � � �; ! � � � � " � i �■ - . - . . - � The community actively cultivates and supports leaders from diverse backgrounds and with diverse perspectives ommunitieswithgoodciviccapitalhave BEAVERTON, OREGON leaders that represent all segments of j�BeaverWn, Oregon a boom in the population the population, along with abundant of immigrants, refugees, and communities of opportunities for leadership development. color highlighted the need W ensure that these Such communities oken have formal leadership communities were involved in decision-making. programs and generally have a variety of boards, commissions and community positions in which Changing demographics led the city to partner with United Oregon to develop a kee leadership rising leaders can play a role. program targeting immigrants, refugees and Most important, it should be possible for anyone people of color intended to promote civic W rise W a leadership position.As Martin Luther �Bagement and encourage diversity in city King,Jr. once said, "Everybody caxbegreat, because �eadership positions.BeaverWn Organizing and werybodycaxserve. YoudorithaveWhaveacollege LeadershipDevelopment(BOLD) identifies, degree W serve... You dori t have to know abouk P1aW �Bages and trains emerging leaders kom andAristotle W serve.'Communities with inclusive �mmigrant and refugee communities and community leadership do not limit leadership communities of color.BOLD is a unique and opportunities to thosewith college degrees, dedicated space for immigrants, refugees professional tiHes or who reside in specific zip and other people of color to come together, �d� discover their common goals and struggles and Page 8 National Civic League Txe C�v�c Imoex Imc�us�ve Commum�ry Lewoexsx�e � `�' � i fl a. 1 � �. �S BOLD brings together an incredible 4 � , ' :�.%-" +3 �,,, =s cross-section of the Beaverton r� �� '# � '�; ' community, with as many as 15 . ' ,�T" ��. ,� �, different countries represented in a �..,�, °_ ' �+ ;� single cohort. �, � �� , � �- � . �'� $ � � . � .q ` i ' '� ' �� . �;. find support W pursue community leadership e';, ,_ opportunities.BOLD brings Wgether an � � � �' incredible cross-section of the community,with � ��' � � -.� .F.q as many as 15 different countries represented in a '� �•� � �x � singlecohort � � � 4 � BOLD is offered kee of cost W participants and �a ao�o a„ss eHOTo�ooaTEsr or c�Tr or eE„�EaTON interpretation is provided each year in multiple languages to accommodate participation by meaningful engagement that is changing the English Language Learners. The cohorts are conversation in those spaces. intentionally intergenerational,with participants ranging kom high school to retirement age. The programincludesthreefulldaysofhands-on EL PA50, TEXAS sessions focused on the following areas: building When EI Paso, Texas, Neighborhood Services leadership, community organizing, and advocacy staff began meeting with various residents and skills; strengthening crosscultural understanding ��ghborhood associations W understand the and solidarity; and providing an in-depth issues they faced, it buame immediately clear orientation W city government and opportunities that some residents and associations were more for engagement effective at communicating their needs and championing their causes then others. Cursory The BOLD Program is helping build more diverse leadership in BeaverWn's city government To a�alysis i�to the situatio�suggested thatffie datetheprogramhasgraduatedfivecohorts °�Bhborhoodswiththestrongestandbest- informed leaders were significanHy more capable and over 100 participants. More than half of of getting their issues addressed. Instead of participants engage in supplemental activities allowing neighborhoods with stronger leaders aker graduating and a significant percentage take � dominate community decision-making, the on volunteer roles ranging kom short term W city worked to develop more effective leaders multi-year commitrnents. throughout the community W ensure equity in The BOLD program has been recognized on service provision. a national level by the National League of The city developed the Neighborhood Leadership Cities and the Welcoming Cities and Counties Academy(NLA), a 20-week educational program initiative as an innovative approach to engaging W develop non-traditional community leaders, underrepresented populations in local promote civic engagement and residents' roles in government. decision making processes and increase residents' understanding of how their city government Perhaps the strongest measure of success is works for them.Enrollment in the annual thatBOLD graduates have now served on at least eight of the city�s standing advisory program is typically 60 residents. The results boards and commissions and a series of other have been incredible—nearly one in ten NLA graduates has been appointed W city boards and city committees, demonstrating long-term, Page 9 Txe C�v�c Imoex Imc�us�ve Commum�ry Lewoexsx�e comm�sswns or other local and regional advisory �y � groups Two graduates were elected W the EI � � }y � k � - � Paso Gty Counc�l � � y+�`�- !'� _ � �� After e�ght years of implemenbng the NLA, � � � � � "" �� s.. Neighborhood Services staff recognized that �� -=� V �� therewas still an apparentgap regarding �c � : � „s � ) y rA �� leadership skills. Not content W simply run an � � - a�,��, effective leadership training, staff r alized that W �� ME�lll�� fully equip its most active and engaged resident- � leaders it needed W provide more advanced �15 N�a�a„oo„TEs eHOTo�ooaTEsr c�Tr or e�e„so training. So, in 2015 Neighborhood Services hosted the firstAdvanced Leadership Training. residents who will be impacted by the decisions The training series is so highly regarded and in made by those entities.An example is the demand that it is now provided on an ongoing Community DevelopmentBlock Grant Steering basis with a different Wpic every quarter. Committee,which is charged with providing ruommendations W city council for the selection In addition W providing the Wols and skills that of capital and social service projects that support resident leaders need W be effutive, the city also �ow W moderate income neighborhoods. To provides funding for neighborhood associations Pnsure that thevoices on thatcommittee are sothatthoseleadershavetheopportunity representativeoftheinterestsofthepopulation W make a visible, tangible impact in their they seek to serve, appointees to the steering neighborhoods. The Neighborhood Improvement committee must reside in a low W moderate income neighborhood, or be over the age of 55, disabled, or homeless. Nearly one in ten NLA graduates has been appointed to city boards TacoMa, WasHiNeroN and commissions. Two were In Tacoma,WashingWn, sustained outreach W @�@Ct@C� tOCItyCOUIICI�. �eLatinxcommunityresultedinseveralpositive actions.While Tacoma-Pierce County is only 10 percentLatinx, this population is growing,with Program(NIP) provides the opportunity for many foreign-born residenfs. In 2016,Latinx neighborhood associations W request small-scale, activists worked with the City of Tacoma to permanent physical improvement projects W produce two Latinx Town Hall meetings that enhance the quality of life in their neighborhoods. attracted more than 250 attendees.As a result of The intent is to facilitate an organized process theLatinx Town Halls, organizers formed Latinos for residents W have direct input on physical Unidos del South Sound W continueworking improvements in their neighborhood. Originally �wards the goals kom the two Town Halls. The funded at$1.5 million, the NIP was so well- group has a dedicated liaison with the Tacoma received by residents, city departments, and City Manager s Office to serve as a conduit elected officials, that the program was given between the Latinx Community and the City. a significant boostwith wters approving $10 Another result of the Wwn halls was an action by million for the program through a 2012 quality of �e Tacoma City Council in late 2017 W create the lifebond election. Commission on Immigrantand RefugeeAffairs. EI Paso, Texas' commitmentto inclusive community leadership also requires that board and commission members include Page 10 National Civic League Txe C�v�c Imoex Imc�us�ve Commum�ry Lewoexsx�e LONGMONT, COLORADO Longmont, Colorado, has consistenHy invested in developing local leaders. Leadership opportunitiesincludeeffortsliketheLongmont ' � j° ' k � Chamber of Commerce's Leadership Longmont � program and the Community Foundation of �� s _ � Boulder County's Leadership Fellow, as well .- _._._ _ "'-- `" _ ` ? `.-', ` '- � as more targeted efforts. People Engaged in " r'_ - ", Raising Leaders(PERL), is a training program N2v*�°"r.. < -- �'� �� _:...�,<..�..�, .+.� � to increase involvement among people of color � �+ ,f � +' -^ '�� "� ,� '� on boards and commissions across Boulder � <�,a- r � �,�, i° W ,�,yt.-�". .� County. Participants prepare W take on positions �JtY6+'d� ry. 4v�-'c�`" +,y�,��,�� r� of leadership on boards and comm�sswns, � y 4��i '��,� '� .>'+"'K� �,.� � fa parbe�pate civ�cally�n the�r commumty, and gain „ �. ''� '�" q:�, r r. .�,;�.c c*db;� theskillsandWolsnuessaryWbetterunderstand '- - - �d'�,,." �� `�� , .v . " the processes, structure, and make-up of boards ' �� " """"""` �� -�� Pxoro caEo�r�. Nwrxwx PuiiEv r and commissions. The St Vrain School District, in Longmont has also set up a leadership and participation training program. The first group of parents that participated in the district's program went � Questions from � on W form an organization of parents called The Gvic Index "Grassroofs St Vrain` that has more than 2,000 participants. The program has been a model for p We have a wealth of trusted, respected leaders other school districts and won an award kom the ucross a11-sectors axd 1evels International Association for Public Participation in 2014. 0 We have programs to develop leaders from a11 backgrouxds, ages axd sectors, especially Longmont has worked to provide leadership those from daditionally margixalized opportunities to the full diversity of its residents. commuxities In partnership with the City of Longmont, the Boulder County Latino Chamber of Commerce 0 Loca1 leaders work together, build coxsensus, provides$10,000 in scholarships W minority und set aside their owx ego to fncus ox gettixg residents of Longmont W attend leadership thixgs done fnr the whole commuxity training courses. So far 50 Longmont residents have taken advantage of the scholarships.Learn 0 Leaders and commuxity members face how Longmones investrnent in leadership challexges head-ox, ixstead of ignorixg tough coxversattions or decisions programs fits with its other efforts W develop civic capital. Read the more comprehensive p Goverxmext advisory boards, commissioxs Longmont Civic Capital Case Study on 32. reflect the fu11 diversity of the commuxity and exercise real decisiox-makixg power Page 11 Txe C�v�c Imoex Co��wsoxwr�ve Imsr�rur�oms NO AR�N R MORE S � E � � �' H S ' '.�d �...[�' (� rl.f��""` � '"`�� _ ' �� ' L_ ,� .q . + . _ ";4" �d � 't `fi s� ` f � � � i � � • � � � � � � Communities with good civic capital have regular collaboration among the govemment, business, nonprofit and other sectors, as well as structures in place that facilitate such collaboration. The old saying that, "so and so is a These communities recognize that most issues great team player as long as they get require aligned if not integrated action Rather W be captain;' all Wo oken describes than isolated efforts or "turf wars;' organizations collaborative efforts in communities. Many and institutions identify common challenges and organizations and institutions are willing leverage their individual capacities and strengths to collaborate so long as they get to call the W collectively move the needle. shots, receive the credit and set the priorities. Communities with strong civic capital collaborate Collaboration strengthens the ability of local across secW rs, notjust W suure grants or governments and local collaboratives to solve funding, but W pursue lasting change. In these problems.As Bruce Katz and Jeremy Nowak communities, coordinated, collaborativeeffortare discussinTheNewLocalism, localcommunities simply 'how we do business` and this approach have become more powerful players in solving can be seen in efforts both large and smalL national issues because they have rediscovered the power of community collaboration. Katz Information and ideas easily Flow between argues thaN secWrs in communities with strong civic capital. 1 Bms Kaa,'Evvisionivg the New Lo�lism;ICINA.ovg�. https�./ryana.ovg/ avtides/pmmagazive/envisiovivg-vew-lo�lism Page]2 National Civic League Txe C�v�c Imoex Co��wsoxwr�ve Imsr�rur�oms 2012, the city of Eau Claire and the University of Wisconsin Eau Claire each faced the daunting task of rebuilding their own aging theaters. Rather than going it alone and trying W rebuild � separate theaters, the city, local arts groups, � � � � university and others made a different choice. -�� The$80 million ConFluence Center came kom the f� � shared efforts of the University of Wisconsin-Eau � � �'� Claire(UWEC), the city, local arts non-profits, ! <� � arts advocates and the state. The conFluence of -`"_` '�� all these different groups and interests enabled �� _ — the creation of a building and a space that is far ��. '� '�� greater than any of them could have envisioned . .. o. � a�oMMON�Tr�oN�Eas„T�oN eHOTocaEo�T�.a„RONe. �E„�r separately. Leadership by the publiq the private or the civic Not that long ago, such a collaboration would sector alone is oftex not suffi'cier�t to tackle the have been seen as unlikely, at best, or impossible multidimensional nature of challer�ges today. at worst In 2005, the City of Eau Claire engaged theNational CivicLeague W help facilitatea �UBUQUE, �OWA resident-ledstrategicvisioningprocessforthe community. Residents and community leaders Like much of the United States, the 10 years came W gether W identify key challenges, kom 2000 to 2010 saw Dubuque, Iowa, become capacities and aspirations for their community. more racially and ethnically diverse. This shik was reFlected in the workforce,yet Wo often The process known as Clear Vision Eau Claire, employees reported they did not feel welcome which gave rise W a nonprofit of the same name, or connected W the community of Dubuque. The revealed a need for greater community-wide business community, the Community Foundation cooperation and collaboration, particularly of Greater Dubuque, local non-profits, and local among local arts groups.At that time, residents governmentworked Wgether to help address the lamented that, '[111 the art centers in the region issue by creating Inclusive Dubuque. arevying for the same funding and consequenNy don't work W gether;' and that they wanted Inclusive Dubuque is a local network of more W work Wward a vision where: "Nonprofits than 50 organizations and individuals kom faith, labor, education, business, non-profit and .;;y�l' +R�� '�_ � - � '�.+ �" .- f � government dedicated W advancing equity and � ' �"'�Y''� , � _ inclusion in Dubuque. The network, launched in � ._�� , � � � � ' ' October 2013, meets for peer learning monthly, i � �� . +�. � :^ T�"' �� identifies and supports opportunities for action, '� y �` *' and hosted a series of community dialogue � � �C�� t7� sessions and surveys in 2015 that culminated in . � the release of a community equity profile. � ��' � ��y � �� %. -s - Eau C�aiRe, WiscoNsiN �� ;�'; _. Eau C�aire IeaderY� _ Eau Claire,Wisconsin's apHy named Confluence . break ground on ttie � -, �� ConFluenceCenter Center, stands as a physical testament W the �>�, -_ F . power of collaboration and coordination. In � �. ^ � — �xoro ar alloaE„�„��:Erx Page 13 Txe C�v�c Imoex Co��wsoxwr�ve Imsr�rur�oms communicate with each other and work better �#—}s��-'�f � _ ri y� ;�� l "' � �3F''. together Wward a community common good— �d ,� ��< < ,�'� � � '� +* ,`�y�. notjusttheirown." �I K �. ,� � . � �-. s` _ � '. As City Manager Dale Peters explains, i �� "The roots of(the Coxfiuence Cenker] go back �� V W C1ear Visiox... That's where the seeds were ��- piaxted,where citizens said what this community �� I N C. � 1803 �'� f needs —'We need the arts W eome Wgether, we � � ,�ed�oope,ar;�nand�o��abo,ar;�n ,,, -�- FALL R IVE R , 4 �' The Clear Vision process surfaced these concerns, `� � ' and brought Wgether the parties and leaders � � „i�i�� "� � i who years later would spearhead the ConFluence � = *. - - Center effort Peters reFlected that Clear Vision � `9 � '��` � �� -� Pxoro ev Kexxerx C.Z�auei � brought together key people kom "the arts, city, and university" and "If those people had ruognized that education and specifically not been in the room at Clear Vision it[the attendance were not simply issues for the ConFluenceCenter] wouldn'thaveworked." schools, butthatcommunity-widecollaboration was required. This provides an opportunity for regular information-sharing across organizations FALL fZIVER, MASSACHUSETTS andsecWrs. Thetaskforcehascollaborated In Fall River, Massachusetts, leaders recognize �^'�� a variety of local agencies, churches and that no single agency could address the myriad community organizations W emphasize the issues facing the community's young people. �mportance of school attendance through Only through collaboration and partnership community forums, church services, and other could the community address such intertwined events. and complex issues. The School-Community Partnership (SCP)was created with the collective When discussions with parents revealed that power of more than 30 agencies providing a students often missed a full day of school for a variety of services to youth. This collaboration docWr's appointment, the collaborative spirit of brings youth and providers Wgether and ensures �e community prompted task force members thatdifferentagenciesworkWgether. TheSCP � engagepediatricians. Now, pediatriciansare ensures that youth concerns are taken into helping to reinforce W parents and children the consideration by city programs and thatyouth �mportance of returning W school, in order to be are represented on different commissions and �ere for as much of the day as possible. councils. The work resulted in a new Youth oftheYearawardprogram, aYouthViolence $TOCKTON, CALIFORNIA Prevention Initiative, and a Youth Candidates Night For duades, the South Stockton neighborhood has suffered neglut in quality of education, In keeping with this collaborative approach, the �onomic investment,job opportunities, Superintendentof the Fall River school district healthy food choices, and medical services. For partnered with the mayor s office W create generations, these neighborhoods consistenHy the Mayor/SuperintendenCs Attendance Task had higher rates of incarceration, abuse, Force. Members of the task force include school �eglut, poverty, homelessness, and violence. counselors, nurses and attendance officers but W�� repeated exposure, trauma and chronic also representatives kom more than 20 Fall River stress have been woven into the fabric of this agencies and organizations. The community community and represents a serious and Page 14 National Civic League Txe Civcc Irvnex Coccnsoxn�roe Irvs�i�u�iorvs / � � � The aim is to create relationships � between partners so a continuum ,� � � �� of trauma care can be adopted � , � unaddressed barrier to mental and physical � stabiliry. � �� Although the community has been working to � address many of these issues in the last decade, _ . there had not been a coordinated effort to address numerous partners, the Healing South Stockton trauma collutively, until recenHy. In 2016, San projut is now working on an asset mapping Joaquin County conducted a community health strategy that ouHines a variety of partners, needs assessmentwith the Departrnent of Public programs, and physical resources serving South Health, health care providers, and community Stockton around trauma and social supports. In partners. This community and data-led initiative addition to general community assets, the group allowed partners to identify trauma as a factor is specifically looking at services and systems in everything kom gang violence to low test surrounding populations with historically high scores. The collaborative applied for funding to levels of trauma, like foster youth, low-income address factors contributing to trauma and create families, theLGBTQ+ population,victims of a coordinated capital supporting individual and violence, and formerly incarcerated individuals. community healing. The resulting effort, Healing The aim is to create relationships between South Stockton, engages residents who have partners so a continuum of trauma care can be experienced trauma and chronic stress, link them adopted by community, health care, government, with behavioral health services and community school and law enforcement partners. supports appropriate to their needs and culture and address systemic community issues that lead � � � to or increase community frauma. The collaborative developed a shared governance Questions from structure, creating a leadership team with The Civlc Index members kom the health, governmental and non- profit sectors, as well as residents. In its first year, 0 We work with other communities to address the team held community meetings to engage 1oca1 and regional challenges partner groups across sectors of education, health, housing, law enforcement and uonomic 0 Loca1 government, nonprofits, philanthropies, development, developing a shared understanding schools, civic associations and businesses of the importance of trauma prevention work. collaborate effectively to solve community problems The group also coordinated with community- based organizations, schools and faith-based p We have many riusted organizations that groups to engage residents in focus groups bring people together to resolve pressing aboutwhat they feel contributes to trauma and conflicts and challenges. what kind of support is needed beyond existing services. This information helps focus policy 0 We have regular, established opportunities advocacy, systems change and increasing access for information�sharing and decision-mab�ng to appropriate services. across various sectors Taking input kom community members and Page 15 Txe C�v�c Imoex Emsxwc�mc D�vexs�rvwmo EQu�ry � Community conversation � in Decatur, Georgia as part of the community's , Better Together Initiative � �:P, s �. � / �- �� , � '\ �; : � � , . . . � - . Communities with strong civic capital recognize and celebrate their diversity. They strive for equity in services, support and engagement. merica is becoming more diverse has been equity making more progress on tackling local said so kequenNy that it risks buoming challenges. The most enduring problems facing a clich€or background noise. The truth communities—education, health, housing and andimplicationsofthatstatementmustremain uonomicprosperity, amongothers-areoften kont and center for thosewho care about their characterized by disparities among different communities. Increasing diversity will continue populations. Communities are stronger and to shape communities and their progress in the better able W address these problems when years W come. Not only will America become people work Wgether across the divides of race, more diverse, but it has already become more ethnicity, age, ability, gender, sexual orientation, diverse.Between 1980 and 2010, 98 percent of gender expression, or income levels W recognize America's metropolitan areas and 97 percent of differences, discuss hisWric discrimination and micropolitan areas became more racially diverse. pursue policies and structures that lead W greater The implications of our increasing diversity are equity. not limited W an amorphous future; they are defining what it means to be a strong community Ruent research kom KatharineBradbury and today. Robert Triest inW the impact of inequality on uonomic growth found that greater equality of Today,we see communities that embrace their opportunity yields greater growth. Metro areas growing racial diversity and seek W achieve where low-income children were more able W Page 16 National Civic League Txe C�v�c Imoex Emsxwc�mc D�vexs�rvwmo EQu�ry I � � � . � 1 .,� ' a � r�� L . , I � r �� f- `�(i r I y � ' � �I I 1 / � .M1 � � .• ... ` �/�o- r� (-; ' � * T� � ��:� ,1 �. ��,! ; �. � : � '� Pxoro Caeo�r�.Awaox B. Leww move up the economic ladder experienced faster characteristics."'In response, the city set up a per capita growth-while controlling for other community task force W use an inclusive process factors that inFluence growth.'As Richard Florida W update Hayward's 1992 anti-discrimination argues, "metro economies grow faster, stronger, action plan. and for longer spells when prosperity isn't limited to just a few segments of the population"� The task force, reFlecting the full diversity of the community, met several times over the course This means more communities must find the of nine months, forming subcommittees W work courage necessary to conkont institutional on spuific portions of the plan. In the end, the and structural barriers W equity.While there task force created dozens of specific action steps. is nothing easy about this work, its difficulty is Including calling on the city W ensure equitable matched only by its necessity. access to information and activities, "particularly for underserved and vulnerable community members` and to "make direct, intentional HAYWARD, CALIFORNIA y�vestrnentsinhisWricallydisadvantaged In January 2017, the city of Hayward, California, neighborhoods."Another key step was requiring experienced "heightenedcommunity concerns annual implicit bias training for all city workers. abouk humax and civil rights,and abouk increased tensions betweexcommunity members basedox Challenging discrimination head-on is a critical people's political affi'liatiox,economic status,place component of a strong community. Communities of origin, immigratiox status._and other physical with strong civic capital go still-further and work W honor,value and highlight the contributions of the community's full diversity in public spaces. 1 Badbuvy,K.,&Tviesp k K(201�.Ivequality of oppovmetity avd aggregate emvomicpea�fovmavice.New Yovk NY�.Itussell�ge Fowdatlov. Retrieved hom http;//www.vsfjowval.ovg/doi/(ull/109958/RSE20162208 2 W chavd Flovida,'Fov a Strovg Ecovomy,Focus ov Ivdusive Growth', GtyLab,https�.//www.citylab.mMequity/2019/09Rhshowavd-whybf- 3 https�,//www.Maywavda.gov/sites/dehWVfiles/documevts/CIECC indusive-growth/54142y Acmpted.pdf Page 17 Txe C�v�c Imoex Emsxwc�mc D�vexs�rvwmo EQu�ry s4 - �.T�'s.�r _ ��*�;�� _ ._ax x ... . � .; ; .,: ��, �"4 � �..., 3,�' ',�:�..•.. .�.� ..� , . ,.�YY .t . .,a*,- . `t� � � � � �� v , � � ,��,,.?y�: �'�` ��'�" {- �4"t. � � Y�� A � a. � A �� '� � � � , ' ✓�u,Y ` ��'�, .�'��.,s� �'•:� :.,. �0�,�'i : 4;"v f �� ..¢� : . } ' F_ ,r '�-, l'ai�:. ��3'� :� - � A , �� _ _ � „ � .., .: ;,._ �r.�;' 1 .��> � - PxoroBrToxrWeesrea�Caewr�ve Commoxs� MARSHALL, IEXAS Ultimately, communitiesseekingequitymust Outsiders might be forgiven for not ruognizing conkont hisWrical barriers to participation, Marshall, Texas, as a major hub of Akican ��clusion and employment and the inequitable American history and progress. Howeveq the provision of services and opportunities. East Texas community, has played a far larger roleinAkicanAmericanhistorythanitssmall MINNEAPOLIS, MINNESOTA sizewould suggest To ensure residents and visiWrsrecognizetheincrediblecontributions Minneapolis, Minnesota, ishometo180parks, of its Akican American residents, Marshall and they are felt by many W be among the city's has made a concentrated effort W research, most prized assets.At the same time, investrnent document, and preserve its history. �� parks located in Akican-American and low- income neighborhoods lagged far behind those in Named for Rebecca Buard (1909-2000), a teacher other,wealthier areas. Rather than ignore this, the at Wiley College(the oldest hisWrically Akican- Minneapolis Park and Rureation Board (MPRB) AmericancollegewestoftheMississippi)-The publiclyacknowledgedthelegacyofthese Buard HisWry Trail commemorates important policies and committed to taking action focused sites associated with MarshalPs role in Akican- on achieving equity.According W the MPRB: American history and the civil rights movement. The trail includes importantAkican American Because parks play a special role in people's sites, suchashisWricWileyCollege, thegravesof 9�lityoflifz,MPRBhasaresponsibilityWsMve two of the famous Tuskegee Airmen who served f°' racial equity... We are having conversations inWorldWarII. ItalsotellsthesWryofProfessor uboutraceandputtingnewbehaviorsandpolicies Melvin B. Tolson who led the "great debaters` of �tO PYActice. We are committed to workir�g with Wiley College to a national debate championship commur�ities, the City of Minneapolis and other in the 1930s, a feat celebrated in the 2007 film, govemmext agencies to eliminate inequities The Great Debaters. One of those debaters,James betweex white people and people of color — and Farmer,Jr., helped found the Congress on Racial increase everyone's ability to succeed.° Equality(CORE).By celebrating this hisWry and placing it kont and center, Marshall is ensuring 1��016, the MPRB and the City of Minneapolis that all people recognize the great contributions approved ordinances to reverseyears of under- its Akican American residents have made W the COIilIi11lI11L�]aI1C� COIlI1fY�/. q 9�y��Neighbovhood PavkPlav,Mlvveapolis Pavkavd keaeztiov Baavd.https�.//www.mimeapolispavla.ovg/aMut us/budget_fimvcial/20. yezv_veighMvhoodpackplaN Page 18 National Civic League Txe C�v�c Imoex Emsxwc�mc D�vexs�rvwmo EQu�ry funding in neighborhood parks. Moving ,�+R:k-y ' � �� . " ��, . � :r.;t,_ forward, the city is using a first-of-itskind, ' ` � � �� '- � '�;� criteria-based funding system that focuses on � '<` - ,a� �'�� i ��. racial and economic equity W ensure that capital �� '�`t � � �ji� !F �,� . �j� � a investrnents are targeted first in the parks and � � '- g �� A� ; —, communities where they are needed the most. ' � � � � �� _'�_�' �� 1 � � ' Barr�e CReeK, MicHieaN � ...� � In 2015,Battle Creek, Michigan, launched BC �, `� ��S ° Vision a community-driven movement for change. Stakeholders--including the W.K. - � � � �.��4� Kellogg Foundabon and Kellogg Company, -- � �- � � -- members of the faith community,workforce and PNOTo raoM wMok.oa� economic development agencies, government, business, schools and residents-gathered W City Manager, Rebecca Fleury explained: discuss how to spark transformation in Battle Creek We ereated att equity statemettt as a steering committee of BC Visiox because, as we peeled As part of its engagement efforts, BC Vision back the layers of the conversations we realized knoeked on more than 30,000 doors, held 8wt (equity] was at the heart of everything.As dozens of community meetings, and spoke a commur�ity, if we didrlt start putting equity with thousands of neighbors W receive input ut the forefronk and challenging people W look kom as many people as possible. Hundreds of �'ough equity lenses as we do our work we individuals, kom every secW r in the community, wereri tgoing W be successful...As a commur�ity, contributed. This widespread engagement of BuK1e Creek is puKing this in the forefronk." residents kom all parts of the community helped � � � ensure that all plans are owned by and rooted in the community. The resultwas an actionable, long-term economicdevelopmentplan that Questions from includes neighborhoods and community The Gvlc Index members who have historically had less access to resources that lead W prosperity. p Services and opportuxities are provided equitably to a11 groups and xeighborhoods All of BC Vision's work is measured using an equity lens W ensure efforts are centered 0 We have policies to fight discrimixatiox ix a11 on providing access W opportunities for all fnrms residents.Lastyear BC Vision developed the following equity statement as its guide: 0 Immigraxts, new residexts axd under- represextedgroups actively participate ix commuxity evexts and discussions We know, and wi11 not ignore, the signifieaxt p We honor, value axd highlight the inequities in the BaK1e Creek Commur�ity. coxdibutions of the commuxity's fu11 diversity ix our public spaces We wi11: •L'uter�to,include,andact ox the voices of the p We are takixg oxgoixg steps to discuss, learx unheard. •Directresnurces W where the needisgreatesk ubout, and help address historical barriers to •Breakdowxbarrierstoemploymer�t. purLicipatiox, inclusioxaxdemploymext Page 19 THE CIVIC INDEX AUTHENTIC COMMUNICATION + � r r,,�� , �„�� - � a � �� - - � � � � . ,� � � . � � �� i� ' i �'_ `�, ^P , ��' � � � - � � 'Unnq9y/A�9/N///4 q � ////nu � - ��_, � �' . �� _� �._7/// - ' -- � � • �1 �/N/H � ` � , �� ' • • l Healthy communities need credible civio-minded sources of information presented in a way that residents can use. he quality of information and of local news coverage has fallen due W the communication in a community has dramatic decline in printjournalism, other a dramatic impact on its civic health. institutions have an increasingly important Authentic communication is more than just the role W play.With fewer papers and journalists, presence of trusted, civio-minded newsgathering getting information and a complete picture of the entities(though that is critical). In communities community has become harder. that prioritize authentic communication, organizations provide information in multiple The proliferation of social media platforms ways W meet the needs of residents, including provides more opportunities than ever before in different languages W accomodate their area's W broadcast information and share ideas. diversity.Authentic communication is essential However, in communities focused on authentic for building trust and enabling residents to take communication, social media is notjust a tool action. for pushing information out It is also a Wol for deepening engagement, drawing in new ideas Between 2008 and 2017 newsrooms across the and insights.Beth Simone Novuk, director of U.S. lost more than 26,000 jobs.'As the depth the GovLab at New York University says "It's a mindset shift, kom that one-way communication W fostering a conversation. It takes real skill to i eew a��d,c�r��a�qs�s oe a��oe�am�smesea cra,�eo�ai empioym�e smesea aam. know how W do that and put that conversation Page 20 National Civic League Txe Gv�c Ixoex Aorxexr�c Commox�ur�ox mgethu and focus iton solving a problem." Corrnnunities with robust civic capital in tums of authentic commwication have multiple means fov vuidentr m leavq eeplore,share and engage with insti Wtions and one amihu. i Social media platfovms and websitu like , A � Pacebmk, Twittu and mostrecently NexNbov '� � have oken been muted as new, "dismptive" ways fov people m share i�ovmation and build mminity.IJespiteobviousbenefitr,mosthave � also been used m spvead �sinfovmation and _ breed mishust As plaffovms continue m emuge, �� it seems likely ihat no one approach will be � suHicient-ihatcomminitiuwillcontlnuemneed �� \��}�� multiple approaches. �Q� @� �_ i � Peomo Cazvam�. Rsseeen Paorva Derrzoir, MicHie.aN ��neo-o�e, M��bga�,�o �o.�pee�g �a«ae�e� We'retryingtoglvepeoplea �eeo� ane�eo��o�a� �o��age: o�ehe�a�a� platformwheretheycansee aow�eow��e��auzaeo�a�ah�p ��awa�r�, themselves wb�e r�,e or�,� �ema�� r�,e�m�y oe nemo�r� dedine,itr shuggling neighbovhoods,violent Everyorie bwws Deboit h� a iong way [o go. ' and lack of oppovtuNties. To tell the g�y�Ye a.�.e huriMeds of tlwvsarids of peopie in smry of the lives and reality between these Deboit mid tliey di have 'd�'ererit s[ories [o taii. ruvvativu, Mayov Mike Duggan approached We're mt trying [o mrermis or suppimit iocd aa�o� ao�ey w�w a��aea:jo��we dry a� �r� »��a. z�ne��a�s a .e�i i� a»e i� � fivst"cttief smrytelled' Poley,a vetuan Elhican y"P � �' � Amevicanjoumulist and IJehoit rutive,now s�ries of Deboitars wM me doing good tldngs. hel de vuidentr with a fullev ture of We're m�ing[o gme peopie a pi�formwhere tliey pspvovi pic seetliemseives.midstarG[oJiliintliesegaps. theivowncommunity. Supplementing,vathu _�yonFoley,Clo.ef5[oryteller,CityofDeboiP than replacing the role of local joumalistr, Poley and his team wovk m pvovide context yy}�at's more,while many media fail m pvovide and depth m people's wdustanding of the veal adequate covuage of the conhibutio� and IJetroitHvoughvideoandothumultimedia, smviesofpeopleofcoloqnewimmigvantrov multiplaffovmeffovts. ihe LGBTQcommuNty, Poley maku sure these Nobody deNes thatthere are challenges in ��dentr are seen and heavd. Poley eeplai�, "I IJetroitHoweveqinbetweenthesetwoeetreme rz"keitmy �ssionmspoHightalotofdiffuent ruvvativu,youhaveneighbovhoodsihathave ° rz'rz'uNtiuthatdon'tnovmallygetmainsheam d,residentr who o d businuses, �dia covevage. So we4e talking aboutouv pusevue pene LGBTQco wities,ouvMuslimcommuNties, stavted new block dubs and comminity and ouv immigvantcommwities and also,people ovgaNzatio�,and continue m make IJehoit theiv of coloq d." home. P�� 3Fmurtraz�esNazaretl6vti�gNetutwecftlty�mnmuu��o�s, 3HowOetrol['sRIti9RmyRllslsv#�e�ga�ar�mx��refo�ltisaty Bloombagl'Itiar�llwplesht�s//wwwblomnbvg.ory/Wop/4-rtrazeae.a Meil�m.�omht�s//meil�m.�mN@BloombagGties/Fowde�vl[.a�lti9- tl9vti^6-lutwPalY-�ommwti�mmvs� rW^.Rellsl.av#�e�6-a�ar-�mx��mforlti.aalY 3A4tlOfai59� Pdov2 21 THE CIVIC INDEX AUTHENTIC COMMUNICATION It's a mindset shift, from one-way communication to fostering a conversation � - -- -��•--�-- t � � � r r., � .,. �--�-x,��„ , ;� . �, s� k, y�±,'�:`��:�� RoaNOKe, ViReiNia w�' ,?"°4;�'_�'� �; � .x,r�" � ,. . � Roanoke,Virginia, has earned the coveted All- ,y i �+:, µ.m , �3 . � ' �� America City Award a stunning seven times. .�s "�' ea RuenNy the city opened an Office of Citizen ��'�.. � � '�_y�s �,ie�'�''�� ,'� �3� Engagement'to bring governmentand citizens �'�' y —� _ _.� together W foster collaborative conversations, , ��N,<- build positive relationships and create new and � innovativewaysWgetcitizensinvolved." As K T , � thecity'sCitizenEngagementOfficer, Timothy �M �� r'�� ° � � « -- � . Martin says, "There is a fundamental difference in phoro by Michael S.Shannon communicating 'to` citizens and communicating "with' them. This office does the latter." YAKIMA, WASHINGTON RuenNy, the Office of Citizen Engagement Located in the fertileYakima Valley in Central leveraged the city's myriad social media pages W �NashingWn, Yakima has a primarily agricultural- engage residents around the search for a new city based economy and a large population of manager. Martin explained that, immigrant farmworkers kom Mexico.According W data kom the2016 American Community Roanoke used a11 of our maix social media pages Survey,46 percent of city residents are Hispanic W seek fzedback ix the search for a nzm city or Latinx, and 49 percent are non-Hispanicwhite. manager. During the monkh ofApril, the Offi'ce 1�2016, after years without representation on of Citizex Exgagemext gathered fzedback from theYakima City Council, the first threeLatinx more thax 800 people. During a city manager council members were elected. This resulted in an search in 2009,oxly 80 citizens participated° increased focus by the council on issues related W equity and equality, which has in turned sparked community-wide discussion. T�l@f@ IS q fUllC�qlll@Iltq� C�I�{@f@IlC@ RuenNy, oneofthenewLatinacouncilmembers Ill COIIIIIIUIIICqtlllg ��t0�� CItIZ@Il5 suggestedholdingaseriesofpublicsafety qllC� COIIIIIIUIIICqtlllg ��Wlt�l�� t�l@Ill °�Bhborhoodforumsacrossthecity. Inthepast these meetings would be held in English and kequenHy included Spanish translation. This time, three forums were held in Spanish with English translation. The change made it easier for Spanish speaking residents W participate and opened eyes among someEnglish speakers.As a city staff member explained. Exglishspeakers have said 'now that was a diffzrenk experienee'—talk about ax eye opener.It s How ro e�gage vo��c��ry w�m��ai mea�a�.n Q�n w�m has helped to give them a diffzrenk perspective.It's cez�e�gag�e�e orr,«rmomy nna�e�,�emn.o�g,nnps�.�n�.o�ai u simple thing. 'Oh, so that's how it is to aKend a�edes2�edemow��g�yo��o��Ney;o��ai-mea�a.3a��eze�- e�g,gp,,,�,�bK,��-n,,,o�,y-,,,,�n� a meetir�g in a language you dori t understand.' Page 22 National Civic League THE CIVIC INDEX AUTHENTIC COMMUNICATION The city is hopeful that these experiences might Questions from help residents better understand the challenge of a Spanish speaker going to a store, or trying The Civic Index to pay their water bill, or trying to function in a p We have many trusted, civic-minded sources community that is primarily English-speaking. of information and news in the community O LATH E, KANSAS 0 Local government and other groups provide information in the languages that people Olathe, Kansas, like many communities, has speak and in ways that are culturally public meetings to discuss budget issues and appropriate holds them in different venues to get more people to attend.But even going out to the 0 There are many ways to communicate with neighborhoods and bringing meetings to the and get information from government (i.e., people didri t seem to attract crowds, so the 311, social media, text, local events, etc) city's communications and public engagement departxnent sought new ideas. 0 We have authentic two-way communications between members of the community, the The city held an E-town meeting in the studio of government and other institutions the local government access cable station to drive interest and participation with social media. The city launched an online forum six days before the scheduled e-meeting, asking residents to submit questions. Questions could also be submitted live during the meeting. Chris Hernandez, a Kansas City TV news personality, hosted the meeting, which was cablecast and live-streamed, and members of the public asked questions to city council members via e-mail,the city's budget webpage, Twitter, and Facebook Chris Kelly,the cit�s information technology director explains "We're trying to meet the residents where they are, which is online." ■ ■ ■ Page 23 Txe C�v�c Imoex Cu�ruxe oa Emcwcememr �� . �� , �' , a'� �i - � G- - ,,, y � , � ,� � ' . . :� - , - . ' ,� �� , . , � ��` - _ �� _ - � o' .:;� . ��'� � - 1` �� - ,* ��„►� �► �., .. - ,�,- �� :�' �� /�I�,,� � � ---� � ; ♦ . � � .` i�� . . - � < ,, ` � - _i -- ,, �' � ;_ .>,, ��l � r�, �� . - -� � „� � � ;� .�:, /, s� � �� tiM� �.� �� ,� <�. � � � .� � � • '�+ , ,Y_� '� ,, � ' • • • • - - Involvement by residents, businesses, nonprofits and other stakeholders in every aspect of civic affairs should be part of local culture—an expectation, not an afterthought. he National Civic Leagueviews Developing a culture of engagement, like any engagement as more than presenting culture, requires action over time. No one information or having people respond effort or program can create a culture, instead to questionnaires(though both are important); it is the result of ongoing, consistent action. instead, communities with a strong culture of Neither organizational culture nor community engagement listen W, and learn kom, residents eeputations emerge overnight, nor do they in ongoing conversations and leverage those spring inW lifewithout sustained effort and insights to shape theway programs are designed, attention. administered and executed. De Tocqueville marveled at how Americans In communities with a true culture of formed associations for 'the smallest engagement, inclusion of the full diversity of undertaking;' saying that citizens stood ready the community, particularly those hisWrically W tackle any need. In a community with a good excluded kom decision-making conversations, is culture of engagement, this occurs naturally and not"going above and beyond." It is the baseline on a daily basis,whether it's someone helping for legitimate engagement efforts. The shop- W push a car out of a snowbank or a group of worn excuse, "We tried to exgage'them;bukno one people forming a new association or nonprofit showed up` is not sufficient. organization. Page 24 National Civic League THE CIVIC INDEX CULTURE OF ENGAGEMENT FoRr Co�uNs, Co�oRaoo ! � 'i�l'" -_�''_ m � , In Fart Collins, Colorado,the city government ��k _ I��:'� intentionally sought to create an organizational � ' � culture which not only values but mandates �� r � _..'� resident engagement The city has prioritized �� r= � � ��,,:� � ..:.: � engagement; residents have come to expect to � C � � � - �� be involved. Deputy City Manager Jeff Mihelich , - ��'� /� � t; �� II'� � �� explained, � '�� r �� . �" � Peaple here want to get involved and want to be � - _ '�.f�lld� engaged....It is a cammunity expectation that we � � ' �J�� will do robust civic engagement. Council rarely, (�I'v � ,rocn_nvnwaeo � if ever,makes decisions of any real impact without '- a significant engagement process. And if they As Ginny Sawyer describes it, engagement tried to do it, peaple would storm City Hall and permeates wark throughout the government, so say, "You didn't talk to this group, this group or that organization-wide, "we value public opinion this group.Isn't my apinion important to you?" and feel that better decisions are made based upon engaging the public ThaYs the ethic from Council members now expect diverse which everything derives.` stakeholders and residents to be engaged as part of formulating any policy.As a result, H AM P TO N, V I RG I N I A engagement is considered from the outset,with staff developing and presenting an engagement Hampton,Virginia,has long been a recognized plan before setting out to design or develop leader in civic engagement Such effarts date back policies. Ginny Sawyer,the city's Policy and to the mid-eighties and carry forward to this day. Project Manager,explained the process, "we have Hampton is a three-time All-America City Award a public engagement plan for anything that is winner,demonstrating that it is never content to coming to council so they could see the timing rest on its laurels.' of projects, our messa�ng,what we're going to be asking or informing citizens on. [The plan] The development of Hampton's culture of also calls out major stakeholders who we 11 be engagement was guided by the premise that targeting. So if we were missing a group,or if government cannot,and indeed should not, council feels a stakeholder group was unbalanced solve all issues on its own and a belief that better they could let us know and we could shift gears results come when residents are part of the early enough in the project to supplement or solution. To learn more about Hampton's wark to adjust as necessary." create a culture of engagement and build a strong civic capital read their Civic Capital Case Study Through these and numerous other actions, on page 36. the city and community have developed what city staff describe as a "culture of engagement" In 2010,the city faced a daunting budget Senior Assistant City Manager, Kelly DiMartino shortfall.With$20 million warth of cuts to be summarized Fart Collins'culture of engagement, made,the I-Value campaign asked residents to saying"IYs just what the community expects. IYs Weigh in on what services were most important what our elected officials expect IYs what we as to protect and which they were willing to cut. an organization value." The city doesn't just talk The conversations asked residents to think about about the impartance of civic engagement; it is part of staff performance reviews and a key factor in hiring deeisions. i'rne�m�y or Ha..�pm��wi„�e or��..��e��aaapeea no..�a�a�eae by Gty Managev Mary BunHng pubGshed in the Fall 2018 EdiHon of the National Civic Review Pdg2 ZrJ Txe C�v�c Imoex Cu�ruxe oa Emcwcememr 7�'s 1[? ' F � ♦ �°'»' I� T` �/" Hampton, Virginia's culture of ` v' • + engagement grew from the � . '�' � �, recognition that government ,Y . ¢ cannot solve all a community's ' � -;,��, issues on its own and a real belief ,� __. "•�''\:' that better results come when �' residents are part of the solution � c� � �, the city budget much as they would a household budget, rating services according W which were "needs;' and which were"wants." Recorders �� i transcribedresidentinputandprinteditout � - to share with residents before the end of each ` meeting. Meeting results were published on-line , .� � - '� � and shared with the council, ouNining where the -� � ��+�. majorityofHampWnresidentsthoughtcutswere �� — ,q�.� �;�' nuessary. pxoro cooaresr�. someava�ePo��ce Deewarmexr In2014, theI-Valueprocesswassuccessfullyused $OMERVILLE, MASSACHUSETTS to gauge the community's sentiment W raise taxes j� Somerville, Massachusetts, civic engagement to avoid further reductions. Residents were asked ysn'tjust a strategy, it's an integral part of the whether they would support raising taxes and if �bric of the community.As Somerville has so by how much and for what purposes.At the changed kom a largely white,working-and end of thatyear s engagement, nearly 90 percent middle-class community W a dynamiq diverse of the public expressed support for a significant and vibrant urban hub of arts and innovation, tax hike.With this high level of documented so has the need to communicate and engage public support, the council raised its rates with wy� a diverse constituency. Today, Somerville little opposition or consternation.All the council is an eclutic mix of blue-collar families, young members who ran for reelection the next cycle professionals, college students, artists, and ruent comfortably won, establishing the truevalue of ymmigrants kom countries as diverse as EI the process.According to City Manager Mary Salvador, Haiti, and Brazil. One-third of residents Bunting, are foreign born, and more than 52 languages are spoken in its public schools.' The reasox I-Va1ue works—or, fraxkly, axy of HampWx's er�gagemer�t efforts have worked—is City government engages residents in numerous thatpeoplefuruiamextallywaxtWbeapartofthe ways, komtraditionalWwnhallmeetingsto decisions that impact them. Exgagemext never making data readily available to residents and guaraxtees that everyone wi11 be happy with utilizing their feedback W inform future policy. the resulk That uWpia doe,m't exisk However, The city includes residents, business owners er�gagemer�t does produce beKer decisiox makir�g and stakeholders in advisory committees which and, more importaxtly, beKer feeling abouk the ��form everything kom reviewing master process used to make decisions. Wher� residenks developer proposals for larger business districts, know they have (and how) W make a choice W � rodent control measures and trash and infiuence decisiox-making, they inevitably feel better abouk it 1 The descviptiov of�mevville's ailmre of evgagemevt is adapted fromits 20142015A11-Amea�i�Gty Appli�tiov Page 26 National Civic League Txe CivccIrvnex Cuc�uxe oa Ervcncemerv� composting programs �^ qq�� 0 Somerville s ResiStat initiative gives residents ,� . �r;j -- �eg dirut access to the mayor, aldermen, and staff �` "� �' n p kom all departrnents atward-based meetings ��"'� �' � , - held twice yearly in each of the city's seven � �� districts.At each meeting participants receive � �� 'd� ��' + updates and provide input into issues such �� `�� '+�-'" nc� Iy' � as crime rates and public safety matters, � � . � � � �� neighborhood planning initiatives and public works services. Combined with Somerville s .. SomerStatmodel for data-driven management ��*�:Meaa��s�„N�.,TeeN eMPowea�N�, andthecommunit}�s3llConstituentService �emostrelevantsupportandinformationtheir Center, feedback kom meetings is tracked in community needs. real-time, reported back to residents via multiple media channels to ensure a continuous feedback j� Somerville, engagement is essential, not an loop that also holds municipal government akerthought To learn more, read the Somerville accountable to its constituents, a model that has Civic Capital Case Study on page 34. garnered regional and national recognition and, most importanHy, appreciation kom residents. � � � Somerville residents are also encouraged to Questions from interactwith city generated data and help The Civlc Index determinewhere their tax dollars should be spent In a new Community Budgeting 0 We have a culture of engagement, we expect our Process, residents received information on government and other institutions to engage the the city's budget and the budgeting process fu11 community to guide decision-making and participated in brainstorming sessions for programs and services within four key areas 0 Government agencies, nonprofits and other targeted for additional investment by residents institutions work to learn from residents and as part of the cit}�s comprehensive planning other stakeholders before creating new programs process. p We make an exha effort to ensure haditionally underrepresented groups are engaged as part of In 2013, recognizing that traditional outreach community decision-making and communications efforts were not reaching the full community, the city expanded its non- p Government, nonprofits and other groups English language outreach with SomerVival. The engage people in accessible, comfortable or immigrant outreach program includes native fomiliar locations, and at convenient times for speakers of Spanish, Portuguese and Haitian residents. Creole and French who serve as liaisons between the city and its largest immigrant communities. 0 Loca1 government and others engage community members in an ongoing fashion, notjust when The program aims to improve access to services they need buy-in or guick feedback citywide, to encourage and guide ongoing efforts to better serve the immigrant community and 0 We have formal discussions about diffi�cu1t open channels for greater participatioa The issues like race, immigration, drug addiction, program is shaped by extensive input kom the et�� immigrant community itself,who provided advice on the best ways to engage their peers and Page 27 THE CIVIC INDEX SHA2ED VISION AND VALUES � �� i, � �' /. f � �� 7 0��` ' � ,� " •1 � e . . � 1V y � , • • • • • • Communities with shared values and civic pride have a common foundation for addressing public matters. hen residents of all persputives share a simple, memorable vision or slogan, like 'the in the development of a community city of brotherly love."A collutively-held vision vision, they are more likely W buome and set of shared values can also come kom a invested in, and support, thatvision.Without a collectively-defined culture and sense of civic shared vision and sense of direction, plans for ownership that might result in statements like community improvements oken fail W create 'thaCs not how we do things here" or 'the(city's lasting results.A shared vision or strategic plan name)way." emerging kom meaningful engagement of the community's full diversity is more durable, In communities with a shared vision and set realistic and likely to inform future action. of values, residents may disagree about many Wpics, but they hold in common a sense of what A shared vision and set of values can either come makes the community special. In these places, kom an intentional process, such as strategic residents speak of their neighborhoods with planning, or be developed organically over time. pride and they can articulate values that are In both cases, constantreinforcementis needed shared across thecommunity. Communitieswith for long-term sustainability. Many cities engage shared values and civic pride know who they are in community visioning processes; the key to and have a common base kom which to build. developing a shared vision and values is to reach all parts of the community and end with Page 28 National Civic League THE CIVIC INDEX SHARED VISION AND VALUES SA N A N TO N I O, T EXAS for city employees to exercise leadership In 2010, San Antonio, Texas launched SA2020, and signify the value of knowledge across the city's community-wide visioning process. organizational hierarchy. Through a series of public meetings, online chat sessions, and surveys, San Antonians shaped With a vision created by the community-at-large a shared vision for their community's future. as its north star, San Antonio has intentionally Nearly 6,000 residents, a diverse cross-section of �'orked toward equitable outcomes and tangible San Antonio, helped develop a framework, define results.Because SA2020 transparently reports community results, and identify measures of on San Antonio's pro�ess toward these goals, success. The first SA2020 report, released in 2011, community members are able to see where identified eleven community results tracked by the community is making strides and where 59 indicators, generating a decade-long strategic it is falling short.With this information, San vision for San Antonio. Antonians are better equipped to advocate and lead change. To guide implementatin of the vision, SA2020 became an independent, non-profit organization in2012. Incollaborationwithcitygovernment, Of the 61 indicators being tracked, 133 non-profits, seven major corporations,the 70 percent are trending better San Antonio Area Foundation,the United Way of SanAntonio and Bexar County, SA2020 has today than they were in 2010. now created an ecosystem. This ecosystem supports incremental change,tracking pro�ess and identifying gaps,thereby directing programs, As part of the equity assessment in SA2020, initiatives,funding and policy. community engagement became a central component, with guiding questions like: The SA2020 Annual Impact Report provides an ' Who are the most affected community update on where San Antonio is in relation to its members who are concerned with or shared vision, as well as direct calls-to-action. have experience related to the proposed Although SA2020 is committed to remaining true initiative? to the ori�nal set of eleven community results, • How are they involved in the development it seeks to continuously paint a truer picture of of the initiative? where San Antonio stands. In collaboration with . What has the engagement process the city and, as a result of further community revealed about the factors that produce or engagement, SA2020 adopted four new perpetuate racial inequity related to this indicators, included in the 2017Impact Report. pro�am? SA2020 and the cit�s Office of Equity applied an ' How will you continue to partner and Equity Impact Assessment to seven high-impact deepen relationships with communities city initiatives, including street maintenance, to make sure your work to advance racial civic engagement to inform the cit�s budget equity is effective and sustainable? and appointments to boards and commissions. This framework of questions has set the standard The assessment, a set of guiding questions in six for working towards equity in engagement of all steps, resulted in policies and services that are eleven focus areas and corresponding projects. accountable to communities' needs and priorities. Each high impact initiative created fifteen- Of the 61 indicators currently being tracked, 70 member teams diverse by race, gender, and percent are trending better today than they were position (from directors to front line employees). in 2010. This includes progress toward high These teams represent important opportunities school graduation rates, per capita income, health care access,teen birth rate and diabetes rate. Page 29 Txa Crv�c InDax SxnRaD V�s�on nnD VnLuas � . - .�.� , t � �1r � VisionKershaw 2030 is serving as a � , . �� 1 touchstone for many groups. It has � - \> _ � alreadystarted to lead to better � � �, "'� 1 `( outcomes. a � � -- - — . � And numerous private enterprises and public " \� � , entities reference the vision in planning and � � budgets. � — �� Only a few years into the plan,many actions have I "" already been accomplished, including: improving � � % existing recreation opportunities; planning for a new permanent downtown farmers market; reestablishment of the county's Human Relations Board; completion of a detailed pedestrian,bike KERSHAW COUNTY, SOUTH CAROLINA andgreenwayplan, finishingthefirstconnector In early 2015, the Kershaw County (South trail; passing a $129 million school board facility Carolina) Council sought to engage residents in bond referendum and penny sales tax just two developing a plan for the county's future. At the years after it failed; starting a mobile food pantry heart of VisionKershaw 2030 was a gathering to serve food deserts; and expanding the number of community input, conducted to collect ideas of EMS stations in underserved areas. and attitudes from county residents, community leaders and business owners. Planning staff participated in more than 30 outreach events. D ECATU R, G EO RG IA These included engagement events at volunteer What is governmenYs role in creating a space for fire stations, churches and government buildings, community dialogue across differences?How do schools,as well as at the local NAACP chapter we bring everyone to the table,especially those and with youth leaders. A concerted effort who do not feel welcome or included? Those was made to reach diverse segments of the big questions inspired Decatur, Georgia's Better population. Beyond outreach events, the process Together Initiative. A year-long, community- included in-depth interviews and a survey. wide visioning process sought "to cultivate a Additionally, materials were made available more just,welcoming, inclusive, equitable and in Spanish, and staff was on-hand to answer compassionate experience for all who live,visit questions during the annual multi-cultural or work here" leading to the creation of the Better festival. More than 170 individuals attended Together Initiative. these events,which included presentations, idea-generating exercises, listening sessions, and As part of this initiative, more than 800 residents workshop discussions. invested more than 1,300 hours under the guidance of a Leadership Circle to put together Unlike many other visioning efforts,which create a Community Action Plan for Inclusion, Equity reports that go unused,VisionKershaw 2030 is and Engagement outlining 60 action items for serving as a touchstone for many groups. Since individuals, organizations and local government. its creation, all local municipalities in the county The Leadership Circle brought together faith- have adopted VisionKershaw 2030. Each year the based organizations, the school system, city staff, Kerhsaw County Council returns to the findings GenXers, millennials,baby boomers,business when discussing the budget, to ensure that the owners, students, educational institutions, priorities set in the Vision 2030 are supported. nonprofit leaders, consultants, and more. Page 30 National Civic League THE CIVIC INDEX SHA2ED VISION AND VALUES � + N 0 � 't �f�v.`+`'�f S�`€): . 1 (�I� � �j i � Y _. nr �"�._�. '� . J ��f i , � � �� `� �I� � �v � F ' �F �,� ��. � f :}� � � . �� ``'� ,�,, �� ' � �� ' ,,.��_ � � - .� `. " � - ,� J" �' ' w iy� �^ � + � ` ..I;� �I�I�L_ �� 1 6 � The BetterTogether Leadership Circle: TheBener - TogetherLeaders4upCirclewasmadeupofl9ind'roidua(s � � from diverse 6arkgrounds.Zhe circle induded the police c4oef �. � ,_;L�� mdacmnmunitymemberw4mhadqubliclyaccusedthepolice - � ofraci�Aprofiling.Otherperspectivesincludeda]ewishmiddle � � sc4mol guidmice counselor,�mAfricmrAmeric�m,a Musl'on motherw4misaqrogrmndirecrorfuraleaders4upqrogrmnfur andopinions. Thecityupdatedifsassetmap [eens,aCmacasi�mci[ys[afferwhaisan�diveofDec�mxrand WreFlectnewlyidentifiedneighborhood was�dDemturHighduringin[egr�dion,�mAfric�mArneric�m groups, civicgroups, nonprofifs, faith-based m�de wha is�dso a paraplegic,�mdmare.Of the 19 Leaders4up Cirdemembers,[herewere9es[ablishedcmnmunityleaders organizationsandeducationalinstitutions. �md 70 newer faces muivoices. One Leadership Circle member said, "In order Circle members agreed to fully participate � ��'ease civic engagement cities need W make and to welcome different, even controversial the effort W seek out diverse voices in spaces they perspectives. They spent time engaging in don't traditionally look, not only for community conversations across differences, including ��tiatives but also for training, hiring and conversations about race, and equity, thus contractwork." modeling on a small scalewhat they ultimately asked of the broader community. The Leadership Circle even included a residentwho had publicly � � � charged the police departrnentwith racial profiling as well as the Decatur Chief of Police. Questions from Extra efforts were made W engage The Gvic Index immigrants,young people, seniors, lower- income residents, people of color and other p We have a stroxg sense of attachmext to, and underrepresented residents. The circle designed pride ix, our neighborhoods axd commuxity communication strategies with an eye Wward equity, targeting and ruruiting thosewith 0 Our commuxity sdategic plaxxixg efforts underrepresented persputives. Members include the fu11 diversity of the commuxity to leveraged their personal networks to ensure help idextify a commox visiox Housing Authority residents, Somalis, teens, seniors and others kequenNy absent kom these 0 People have a clear sense of what makes the conversations were spuifically invited. commuxity uxigue and a shared visiox fnr what we wattt to become itt the future Circle members presented at meetings, engaged people at community events, and used census 0 Loca1 goverxmext and xoxprofit actioxs and other data to generate a demographic profile clearly aligx with the commuxity's shared vision of the community. The success of the process in bringing those not typically at the table resulted in a plan that reFluts a diversity of perspectives Page31 THE CIVIC INDEX CASE STUDIES . • . � • � • ommunity involvement in Longxnont, Colorado, was fundamentally transformed in the same way it happens in many places: something didri t go right and people pulled together to change it. In 2001,the city council considered a change to where recreational vehicles could park. City staff wrote a new ordinance, held a public meeting at the City of Longmont Civic Center and took Happiness the ordinance to council. The process was,by their own admission, � � � � "a disaster!" The public expressed anger at barely being involved in the process. The council decided "to develop and implement a I n 2013,Longmont was Z comprehensive approach for involving the community in city service nme��asz�d napp��t clty(according to content delivery and problem-solving efforts:' This began the design of a„Qiy�;s of geo-tagged LongmonYs community involvement program. City leaders wanted `"ee�� involvement to be inclusive, meaningful and productive and to build � capacity in the community. Council expected staff to engage residents as partners. � While Longmont has long had active neighborhood associations,the city did not have �� a comprehensive approach for city agencies to follow in working with the community. � Following the recreational vehicle controversy, a team of staff from each department came together to create a framework adapted from the International Association for Public �� Participation(IAP2). This helped staff look at issues and opportunities and determine the � "level" of involvement that would be productive and meaningful.A steering team was � formed to ensure a strong ongoing culture of engagement. Z/ � Often, when staff called a meeting or went out into the community,they attracted the �J "regulars;' but looking at demo�aphic information,they realized there were huge gaps. � LongmonYs population is 26 percent Latino,but this was not reflected in outreach results. The city began hosting demographically appropriate Quality of Life focus groups; reflecting the demo�aphics of Longmont in age, gender, � income, race and education level. The city also went to where people �� were to get input from those who might never attend a public hearing. Engagement efforts included helping bag food for needy families at El °f��'de"`s�°`e`ne'� qualltyof Ilfe In Longmont Comite, an organization dedicated to providing advocacy and social °s"�oe°efT"°�g°°d" services for Latinos.After giving out the food, staff politely asked for interviews. Other staff engaged residents at the local Peruvian festival, a teen mom support group and various Longmont Area Chamber of Commerce events. To these�assroots efforts were added online engagement and telephone town halls. Longmont serves a multilingual community, and supporting the large Spanish speaking population is particularly important.Bilingual employees are recognized with additional compensation for their fluency in the Spanish language (and in sign language) and willingness to use that fluency to assist residents. This bilingual compensation plan, which Longmont implemented in 2003, is used as a model for other communities wishing to increase access and inclusivity. Page 32 National Civic League Txe C�v�c Imoex Cwse Sruo�es —� r :! A ^ .. S �� ._ ��. .'Y H, 1 �� 1 pt �'�` �— ��'il'�� ^ y t,,�..�` ^ e � I �'�� i IJ� �-� 1 e+,� �i� T! � .v" "-' `" �! --� 7 � , , � � ' ' � � ,�V� . � — � , ' < +.�.�� . ��- � !.�� _ /� � °� ' � ' " ° '�-_ ( s r.'�� / �"i1►i�� "�.q �„'w =:. } ' � ' . �� - . �:5� �. % �`i � � ' � 6 . �•_ . � "�_._� � . . Pxoro caEo�r�. Nwrxwx PuiiEv As people buame more involved with their government, the city�s role began to change inW one of facilitative leadership—gathering the community W make decisions and take care of each other. The city�s Community and Neighborhood Resources Division helps nurture this growth by building neighborhood capacity. They register neighborhood groups, facilitate a Neighborhood Group Leaders Association, and provide grants W participants to help fund improvements and events that explore the benefits of knowing your neighbors, leading W safer, healthier neighborhoods. The facilitation and involvement training thatwas developed for city staff was expanded W all of Longmont's boards and commissions, the school district, neighborhood group leaders, theLongmont Multicultural Action Committee,Boulder County, and the cities of Boulder and Fort Collins. The St Vrain School District has also set up a leadership and participation training program. The first group of parents that participated in the districCs program went on W form an organization of parents called "Grassroots St Vrain` with more than 2,000 participants. The program is a model for other school districfs and won an award kom IAP2 in 2014. Longmont has worked to provide leadership opportunities W the full diversity of its residents. People Engaged in Raising Leaders (PERL), is a training program W increase involvement among people of color on boards and commissions across Boulder County. Participants prepare W take on positions of leadership on boards and commissions, participate civically in their community, and gain the skills and tools necessary W better understand the processes, structure, and make-up of boards and commissions. In partnership with Longmont, the Boulder County Latino Chamber of Commerce provides$10,000 in scholarships W minority residents of Longmont W attend leadership training courses. So far 50 Longmont residents have taken advantage of the scholarships. Longmont has invested in its civic capital creating a culture of engagement, investing in its capacity to authentically engage Spanish-speaking residents, supporting residents to take action in their own neighborhoods, and developing inclusive leadership opportunities. Page 33 THE CIVIC INDEX CASE STUDIES . • . � • � • In Somerville, civic engagement isri t just a strategy, iYs an inte�al part of the fabric of the community.As Somerville has changed from a largely white, working- and middle-class community to a dynamic and diverse Happiness urban hub of arts and innovation, so has the need to communicate �• � and engage with a more diverse constituency. Today, Somerville is W an eclectic mix of blue collar families,young professionals, college StUC10ritS aYt1StS ariCl Y0C0rit 1TTlTTllgYaritS{TOTTl COUritT'10S SUCIlS aS P,] In 2015 the average happiness r r ratingln5omervillewas7.8out Salvador, Haiti, and Brazil. One-third of residents are foreign born, �+�o.mars n�gne�ma�sw��- � zedand(7.6),the"happlest" and more than 52 languages are spoken within in the public schools. <o��iry'��zo�s �� The city engages residents in numerous ways,from traditional � town hall meetings to making data readily available to residents and utilizing their feedback � to inform future policy. The city includes residents,business owners and stakeholders in advisory committees, which inform everything from reviewing master developer proposals \� for larger business districts to the implementation of rodent control measures and trash and �� composting programs. �� The cit�s 20-year comprehensive plan, "SomerVision;' was developed through a three-year � community process that incorporated the ideas of hundreds of residents,business people, W� local organizations and key stakeholders, as well as a 60-member Steering Committee. It contains more than 40 strategic goals for Somerville s future and serves as the basis for �(� planning and community development projects and policies. � In 2013,the city recognized that, despite its many innovative engagement approaches,there � were still many residents who struggled to be a part of shaping city decisions. In 2013,the O city expanded its non-English language outreach with SomerViva!, its immigrant outreach program, which consists of native speakers of Spanish, Portuguese and Haitian Creole and French who serve Community � as liaisons between the city and the largest immi�ant communities. Pride The program aims to improve access to services citywide, and to � �� encourage and guide ongoing efforts to better serve the immigrant community, while also opening channels for greater participation by ofsomeN;ue��;de„��ate these residents. The pro�am is shaped by extensive input from the �ne��p��de��me�omm��y as 7 or hlgher(out ofl0) In a immigrant community itself, which provides advice on how best to �o�s s�Ney engage and communicate with them. Along with a commitment to engaging the full diversity of the community, Somerville is cultivating opportunities for leaders from all backgrounds. The community works to provide free leadership and other training programs for residents of all income, education and age levels. Leadership programs include: • SAIL, (Somerville Academy for Innovative Leadership) engages residents at a high level of commitment for the long term, offering adaptive leadership training in Page 34 National Civic League Txe C�v�c Imoex Cwse Sruo�es . �+'� a.F � .. _. �v. . � @� �� . � �. r x' � � �� ,W�... � � � ' �.�:._� '��""t`k��.4'�� ' Ai i . �� x . } �„i ._ ' �� ' � � �� -+ •- � � � ,`o - � �^ � �- C'�� pomE�mE�I r �, E_ �, i, = - ' �, � � ,V ;, V� � - � � ' � � " �r�� ,�,� �� _ ° �� - � 4 ' 4�� , _. .�� . . _ �� I �v . � —�_ . I, �J'� �� . __-'________'-'. .+�� - � � , i .._ . _...... . .. .�� Pxoro Caso�r�.7wcu�e Rosserr� exchange for community service. Since its inaugural session in 2013, the majority of participants (most of whom had little prior involvementwith the city), havejoined city commissions and advisory committees. • Gente Ponderos(Emerging Leaders). This leadership skills program is conducted in Spanish for Latino residents. It teaches how duisions are madewithin local government and how residents can help shape those decisions through advocacy,while also providing leadership training. As described in its 2014-2015 All-America City Application: Where once civic outreach focused ox projectspecific d'ucussions, Somerville now employs proactive and ox- the-spot engagemenk stvategies to capture real-time feedback and foster in-depth d'ucussiox amoxg existing groups and orgaxizations. Whi1e past practices dictated a top-down, bureaucratic managemext process, today residexts help inform the city's fiscal responsibilities and managemenk initiatives through active discussiox and inkeraetive workshops. Where strategic planning and economic development decisions were once informed exclusively by high-level officials and CEOs, today our Somerville's 20-year comprehensive plan includes more than 130 pages of community member values and recommendations to set the roadmap for our development future. With a well-rounded civic engagement strategy, city management neither starts nor ends with municipal government It is a continuous cycle and exchange of ideas and best practices that makes Somerville stronger as a community. Page 35 THE CIVIC INDEX CASE STUDIES . • . � • � • ampton,Virginia, has long been a recognized leader in civic engagement, with such efforts dating back to the mid-eighties All-America City and continuing to this day. Hampton is a three-time All- America City Award winner, demonstrating that it is never content to �� rest on its laurels? W Inner of the All-Amerim The development of Hampton's culture of engagement c�� was guided by the premise that government cannot, Z and indeed should not, solve all a community's issues on its own and a belief that better results come when residents are part of the solution. � Hampton's first formal recognition of the need to engage its residents began in the 1980's when a proposed road development caused controversy in the community, spurring then- city manager Robert J. O'Neill,Jr.to bring residents together to find a compromise. The residents found consensus through conversation, inspiring additional engagement efforts. �� Soon the city created a Neighborhood Office and staffed it with skilled facilitators. �� Facilitators worked side-by-side with existing and emer�ng leaders to help them convene groups of residents and develop neighborhood plans. To ensure the plans did not just � become a wish list for more city funding,the Neighborhood Office taught neighborhood �� leaders how to solicit volunteers and write�ants. The city then created and funded a small-scale neighborhood grant program so residents could implement ideas they agreed Q upon. To receive grants, leaders had to document neighborhood consensus on the project and provide a match that could come in the form of volunteer hours from residents. While the first neighborhood projects were small scale, over time larger projects with � more transformational impact emerged. The Old Northampton neighborhood wanted a community center for their youth to have a safe place to recreate and asked for money to convert a closed school into a neighborhood center.As O'Neill thought about the request, he realized this was a defining moment. The city would never be able to fund every neighborhood's wish list yet, if the city simply said no, it would undo all the good will developed through the citizen engagement work to date. This led him to issue a challenge. O'Neill committed to renovate the old school into a neighborhood center if the neighborhood would commit to staff it with volunteers. Residents rose to the challenge. The city had done its part and they were determined to do theirs. Neighborhood pride would not allow them to quit.Just a few years after the bold proposition,the Y.H. Thomas Center opened. The Y.H. Thomas Center is still operating today. In fact, its attendance surpasses that of every other community center in the city. The center is still largely run through volunteer commitment, and city leaders believe it is this volunteer 1 The story of Hamptods culture of engagert�ent is adapted from an avtide by City Managev Mary Bunting published in the Fa112018 Edition of the National Civic Review Page 36 National Civic League THE CIVIC INDEX CASE STUDIES spirit that has made the Y.H. Thomas Center the most actively used city facility. The neighborhood has a true sense of ownership; residents are fully invested in its success. Going beyond isolated projects,the city sought to institutionalize engagement. Through annual allocation of funds for both the small and large-scale grants,the city effectively institutionalized a means for active and sustained neighborhood engagement. The city created a neighborhood commission to help review the grants and ensure that all areas of the city were receiving proper attention through these efforts. Unlike traditional boards and commissions selected by city council through a simple expression of interest, a Hampton Neighborhood Commission appointment required demonstrated grassroots experiences and connectedness with residents in the district to which the applicant was applying. The city also created a youth commission to ensure an active youth voice in engagement efforts. Through the Hampton Youth Commission,young leaders learn similar skills as their adult counterparts and administer a small-scale grant pro�am for students to make a difference in their schools and neighborhoods. The neighborhood and youth commissions have been developmental grounds for the city's leadership both at the neighborhood level and citywide. In 2010,the city faced a daunting budget shortfall.With$20 million worth of cuts to be made,the I-Value campaign asked residents to weigh in on what services were most important to protect and which they were willing to cut. The conversations asked residents to think about the city budget much as they would a household budget, rating services according to which were "needs;' and which were"wants." Recorders transcribed resident input and printed it out to share with residents before the end of each meeting. Meeting results were published on-line and shared with the council, outlining where the majority of Hampton residents thought cuts were necessary. I-Value has been used in the years since. In 2014,the process was successfully used to gauge the community's sentiment to raise taxes to avoid further reductions. Residents were asked whether they would support raising taxes and if so by how much and for what purposes.At the end of that year s engagement, nearly 90 percent of the public expressed support for a significant tax hike. With this high level of documented public support,the council raised its rates with little opposition or consternation.All the council members who ran for reelection the next cycle comfortably won, establishing the true value of the process.According to City Manager Mary Bunting, The reason I-T/alue works—or,frankly, any of Hampton's engagement efforts have worked—is that peaple fundamentally want to be a part of the decisions that impact them.Engagement never guarantees that everyone will be happy urith the result. That utapia doesn't exist. However, engagement does produce better decision making and, more importantly, better feeling about the process used to make decisiorus. When residents know they have (and how) to make a choice to influence decision-making, they inevitably feel better about it. Page 37 National Civic League � Civic I ndex The Civiclnde�is a self-assessment tool fox measuring a communit�s civic capital—die foxmal and infoxmal xelationships,netwoxks and capacities diat communities use to make decisions and solve pxoblems.You can use diis tool in a small gxoup-with paztnexs, community membexs ox othexs to spazk convexsation about community strengths and axeas in need of impxovement If you'xe using diis widi othexs come to a genexal agxeement on the community you're talking about. Corrnnunity: Date: Note: Many of the statements below ask about indusion of diverse perspectives.By diverse p�spectives,we mean the mews and e�eziences of those from diffezent zadal,ethnic oz zeligious backgxounds,diffezent sodo�conomic statuses,sexual ozientation oz gendez identity,phygcal and mental abilities,long-tzzm residents and recent imangxants,etc Every community has div�se perspective�the key is tq undeistand and engage the diversity in youi community. We don't This is a This is a This is have this challenge moderate a real Put a check mazk under the response that best reflects your rating for each factor. fo� us st�en9th st�en9th Considex the full divexsity of the community,not just those you usually engage. We have many xesident initiatecl and xesident led cominunity�neighborhood oxganizations and activities In cominunity meetings,people tend to woxk collaboxatively to solve-pxoblems;instead of being cntical and confrontational Neighborhood councils and cominunity gxoups xeflect the cominunity's divexsity and xegularly woxk with city officials to pxovide input into decision-making It is easy to find xesidenTs to sexve on local boaxds and cominissions,ox xun fox office We have a wealth of trusted,xespected leadexs acxoss all-sectoxs and levels We have pxogxams to develop leadexs from all backgxounds,ages and sectoxs;especially those from traditionally maxginalized cominunities Local leadexs woxk togethex,build consensus,and set aside theix own ego to focus on getting things done fox the whole cominunity L,eadexs and community membexs face challenges head-on,instead of ignoxing tough convexsations ox decisions Govemment advisoxy boaxds,cominissions xeflect the full divexsity of the cominunity and exexcise xeal decision-making powex We woxk with othex cominunities to addxess local and xegional challenges L,ocal govexnment,nonpxofiTs,philanthxopies,schools,civic associations and businesses collaboxate effectively to solve cominunity pxoblems We have many trusted oxganizations that bnng people togethex to xesolve pxessing conflicTs and challenges. We have xegulax,established oppoxtunities fox infoxmation-shaxing and decision-making acxoss vanous sectoxs wunz�.nationalcivicleague.org Put a check mark under the response that best reflects your rating for each factor. We don't This is a This is a This is Considex the fiill divexsiry of the communiry,not just those you usually engage. have this challenge moderate a real for us strength strength � I Sexvices and oppoxtunities axe pxovided equitably to all gxoups and neighborhoods We have policies to fight discximination in all foxms IminigxanTs,new xesidenTs and undex-xepxesentecl gxoups actively paxticipate in cominunity evenTs and discussions We honox,value and highlight the contributions of the cominunity's full divexsity in oux public spaces We axe taking ongoing steps to discuss,leam about and help addxess histoxical baxxiexs to paxticipation,inclusion and employment We have many trustecl,civic-minded souxces of infoxmation and news in the cominunity Local govemment and othex gxoups pxovide infoxmation in the languages that people speak and in ways that axe cultuxally appxopxiate Thexe axe many ways to cominunicate with and get infoxmation from govexnment(i.e,311, social media,text local evenTs,etc� We have authentic rivo-way cominunications beriveen membexs of the cominunity,the govemmentand othexinstitutions We have a cultuxe of engagement;we expect oux govemment and othex institutions to engage the full cominunity to guide decision-making Govemment agencies,nonpxofiTs and othex institutions woxk to leam from xesidents and othex stakeholdexs befoxe cxeatingnew pxogxams We make an extra effoxt to ensuxe traditionally undexxepxesented gxoups axe engaged as paxt of cominunity decision-making Govemment,nonpxofits and othex gxoups engage people in accessible,comfoxtable ox familiax locations,and at convenient times fox xesidenTs. Local govemment and othexs engage cominunity membexs in an ongoing fashion,not just when they need buy-in ox quick feedback We have foxmal discussions about difficult issues like xace,iminigxation,drug addiction,etc. We have a strong sense of attachment to,and pxide in,oux neighborhoods and cominunity Oux cominunity strategic planning effoxTs include the full divexsity of the cominunity to help identify a cominon vision People have a cleax sense of what makes the cominunity unique and a shaxed vision fox what we want to become in the futuxe Local govemment and nonpxofit actions cleaxly align with the cominunity's shaxed vision Exceptional 32 _ 27 Count checkmarks in these columns Strong 26 - 20 to find your overall score + Average 19- 13 Llmlted 12- 6 Needs improvement 5 - 0 Civic Capital5core moderaTe+real sTreng[h Tally checkyour score agalnst the chart to the left wunz�.nationalcivicleague.org Facilitator Instructions This facilitato�'s guide helps hold a one-hour self-assessment of your community's civic capital with the Civic Inde�. We suggest having conversation in a small group of 10-15 people. � This symbol marks text to be read aloud, instructions to the facilitator are included in boxes Introduction (5 minutes) � Today we'll be using the National Civic L eague's Civiclnde�. The Inde�measures the civic capital of the community—the capacities, conditions, skills and ways of working together that enable a community to address important issues and make decisions in a collaborative manner. This fourth edition of the Index is the result of decades of work in communities. The Civiclnde�has seven components, and 32 different factors (questions�. � We want to have this conversation because________. We're interested in better understanding______. We will take what we learn and Explain how you will use what you learn through this conversation. Using the Civic Index (15 minutes) � You'll rate our community on seven components of civic capital. You can define community in many ways. • For today, leYs think about our shared community as ? • When rating different factors, think about the full diversity of the community—not just those whom you interact with most frequently. Try not to dwell too long on each question; go with your best sense. We'll have time to discuss our thoughts after this first round. • LeYs take 10-12 minutes to rate the community; then we'll break into small groups to discuss ways to move � forward and strengthen our civic capital. Small Group Discussion (15 minutes) � In groups of three, take a few minutes to discuss your answers. You'll be answering four questions. 1. What surprised you or made you think? 2. What are the one or two categories where the community is strongest? 3. What are the one or two categories where the community needs the most work? � 4. What are some small steps that we could take as a community to build our civic capital in those areas that you think need the mostwork? In your small groups remember � You don't need to come to consensus —you're trying to leam from each other and see where you might have similar or differing views. If you see things differently, ask: "What makes you say that?What are you seeing that I might be missing? Full Group Discussion (20 minutes) 1. Strenc�ths QL "What's one componentyou believe is particularly strong for the community?" 6Vby didyou say tbat? 2. "Show of hands —how many of you identified that area as a real strength?" 6Vby didyou say tbat? 3. "Did any of you see it differently?" � "I�by didyou say tbat?" Repeat questions 1,2,3 as time allows to get a sense of the strongest components 2. Challenaes �] 1. So switching gears, "WhaYs a component (area) that you thought really needed more attention? "6Vby didyou say tbat?" 2. "Show of hands —how many of you identified that as an area where we need to pay more attention?" "6Vby didyou say tbat? � 3. "Did others see it differently?" (Repeat questions 1,2,3 as time allows to get a sense of weaker components 3. Actions � "Given our strengths and areas that need more attention—what are some of the actions you identified that we could take to move forward?" `7f sve took tbat action, bosv migbt it zmj�rove tbzngs zn tbat categovy�area?" � "Did anyone identify any actions that residents could take?" Get a list of 4-5 actions. Next Steps (5 minutes) L Thank the group. L et them know how you will follow up with them (email, another meeting, etc) 2. Share howyou intend to use whatyou learn (share with those in the organization, combine with insight from other conversations, share with other groups, or with your board) 3. Collect each of the sheets so that you can tally the "scores" and look at individual differences. 4. If you are part of a coordinated effort, tally the Civic Capital scores from each participant to find a group average. Share the group average, identified strengths and weaknesses, as well as, key actions with the rest of the team. National Civic League � Civic I ndex Small Group Discussion Questions In groups of three take a few minutes to discuss youi answeis to the Civic Indz�questions and potential next steps. Please take notes about different group membeis'peispectives so that we can leam from youi conveisations. 1. What surprised you or made you think? 2. What are the one or two components (categories) where the community is strongest? 6Vbat makesyou say tbat? 3. What are the one or two components (categories) where the community needs the most work? 6Vbat makesyou say tbat? 4. What are some small steps that we could take as a community to build our civic capital in those areas that you think need the most work? Hosv could sve leverage our strengtbs to belj� us make j�rogress in tbese areas? 6Vbat role canyou imagzne for residenis?Norj�rofits and otbergrozrps?Localgovernment? wunz�.nationalcivicleague.org What makes some communities better able than others to solve the tough social, political, economic or physical challenges they face? This was a question the National Civic League set out to answer in 1986. On-the-ground research revealed that civic capital - the farmal and infarmal relationships, netwarks and capacities that con�nzunities use to make decisions collabaratively and solve problems - enabled some conu�zunities to move ahead while others become bogged down by infighting and misaligned effarts. Conu�zunities with a healthy civic capital are not always the most affluent, educated ar advantaged. And while myriad other factars contribute � to the progress of a conu�zunity, � civic capital plays a majar and � too often ignared role. �� s� ��+!►�' �/ 3 S ��° � — � � v� . .��-s � � o ,, �,,y % �> �, � '� r., ;, !: _Mi .� r � '�� '.. . �� .��f \. ... � � � � Q,F;T�Ek - • • • • • • �"�`� P `' - • • • - • • • 'r A � • • • � • � � �` �• • � • � • • • • � � ;- � • • � L _. �v . .� �a�`,�a ! .rj �: . �,1 uuue All-America Ci NATIONAL CIVIC LEAGUE O 2007*2012*2013 �